work life balance strategies: progress & problems in … · 2018. 8. 8. · a child) as a dual...

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


Place: Vadodara

Signature of Supervisor:---------------------------------- Date: 02nd

August 2018

Name of Supervisor: Dr. P.G.K.Murthy

Place: Vadodara

vii

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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

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: ________________________


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


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


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

xxiv

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

xxv


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

xxvi


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

xxvii


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

xxviii


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

xxix


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







4.64 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

xxx



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


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

xxxi


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

xxxii


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

xxxiii


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


OOS) with Perception of Child Care (Crèche) (Organization’s

Support)

390

5.39 Deductions: Quantitative Analysis on Supports with Perception


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


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


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


Infrastructure Support as on Maid

212


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


215

Table 4.17 Association of HPJ (Q30) and “Problems on managing the


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


308

Table 4.52

(A13)

Association of Problems (RAC, PCWW & WLB) with


312

Table 4.53

(A14)

Association of Supports (FS, IS, OS & OOS) with Perception


314

Table 4.54

(A15)

Association of Problems (RAC, PCWW & WLB) with


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)



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)



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.



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.



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)



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.



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.



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



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



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).



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.



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.



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



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



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?



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.



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.



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.



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).



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



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.



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).



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.



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



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



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



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.



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



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.



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 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


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


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



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



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



(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



(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,



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



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.



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.



(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)



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.



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”.



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



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.



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.



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



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.



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



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



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.



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



Authors & Research

Problem


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



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.)



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.



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).



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.



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).



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).



Authors & Research

Problem


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



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



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



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


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.



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.



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.



Authors & Research

Problem


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


(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.



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.



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



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).



Authors & Research

Problem


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



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



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.



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.



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


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



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.



Section-II

Developmental Psychology

(Child Development)



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



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



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



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



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



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



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



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



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



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



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



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.



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.



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?



Section-III

Contemporary Issues in Development of Child



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



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



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



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



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



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.



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



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



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



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)



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



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



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



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



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).



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



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



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.



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



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,



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



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



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



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



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



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



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



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



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



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)



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



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.



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




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.



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



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.



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.

http://epaperbeta.timesofindia.com/Article.aspx?eid=31805&articlexml=MARK-GOES-MAX-ON-CHARITY-03122015001043



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

http://timesofindia.indiatimes.com/toireporter/author-LUBNA-KABLY.cms

http://timesofindia.indiatimes.com/topic/Young-men

http://timesofindia.indiatimes.com/topic/dads



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,



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.



At Infosys, new fathers are eligible for a paid five-day paternity leave as well as

work-from-home options.



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



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.



(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.



(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.



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.



(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



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.

http://sbsuchennai.com/Admin/event/151_CIRCULAR%20NO.83.pdf



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



TOI

dated

Name of the

Company

Days

of

Leave

Type of


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



TOI

dated

Name of the

Company

Days

of

Leave

Type of


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



TOI

dated

Name of the

Company

Days

of

Leave

Type of


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.



TOI

dated

Name of the

Company

Days

of

Leave

Type of


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

http://www.census.gov/prod/2011pubs/p70-128.pdf





TOI

dated

Name of the

Company

Days

of

Leave

Type of


leave, since the federal

government doesn't

require employers to pay

workers during a parental

leave, the situation

becomes infinitely more

challenging.

CHAPTER- 3 RESEARCH METHODOLOGY


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)]



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



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.



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



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.



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.



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


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



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]



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).



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.



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



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)



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).



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



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.



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



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



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



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.



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



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



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.



Section-II

Model of Research- Dependent &

Independent Variables



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).



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,



(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



(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,



(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.



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



(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



(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



(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.



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,



(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.



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)



(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



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.



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.



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 &


FIGURE 3.2: Research Specific : Work Life Balance Strategies: Progress &




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,



Block


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



Block


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



Block


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,



Block


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



Block


56 Higher Somatic

Stress

HSS

57 Feeling

Depressed

FD

58 Resignation RG

59 Accomplishment

of Task

AOT



Section-III

Concept of Research [Progression Career of

Working Woman (PCWW)]



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-



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



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



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).

CHAPTER- 4 DATA ANALYSIS AND INTERPRETATION


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.



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.



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



TABLE 4.2 –Demographic Characteristics of the Respondents- DCC

Respondents

Working Women(WW) Working Men(WM)


(%)


(%)

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



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



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,



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)


(%)


(%)

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.



TABLE 4.7 –Demographic Characteristics of the Respondents- Total

Service / Experience in Years

Total Service /

Experience in Years Working Women(WW) Working Men(WM)


% 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



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.



TABLE 4.8 –Demographic Characteristics of the Respondents- Yearly

Income (Rs)

Yearly Income (Rs) Working Women(WW) Working Men(WM)


(%)


(%)

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.



TABLE 4.9 –Demographic Characteristics of the Respondents

(Continuation) - Type of Profession

Type of Profession

Working


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.



TABLE 4.10 –Demographic Characteristics of the Respondents- Present

Position / Designation in Organization

Present Position/ Designation

in Organization

Working



(%) 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



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


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



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



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).


Infrastructure Support as on Maid

Maid Maid



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%


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



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).


Infrastructure Support as on Cook

Value DF P-Value

Pearson Chi-Square 43.802 8 <0.001

Cook Cook



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%


25.0% 65.6% 9.4% 100.0%

Total 139 175 55 369

37.7% 47.4% 14.9% 100.0%



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.


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.


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


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%


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



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.


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


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%



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.



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


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


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.



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


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%.



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).



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


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



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).



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


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


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


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.



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).



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)].



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



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

%

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).



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)


%


%

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

%

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.



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)


%

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



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.



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)


%


%

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)



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%


P-Value 0.693

HPJ

HPJ 61 97 158

39% 61% 100%

Non-HPJ 105 146 251

42% 58% 100%


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%


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


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.



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.



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


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).



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).



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%


P-Value 0.351

Infrastructure

Support

Infrastructure Support 39 53 92

42% 58% 100%

No- Infrastructure

Support

52 85 137

38% 62% 100%


P-Value 0.501

Organizational

Support

Organizational

Support

7 5 12

58% 42% 100%

No- Organizational

Support

84 133 217

39% 61% 100%


P-Value 0.176

Overall

Support

Overall Support 18 30 48

38% 63% 100%

No- Overall Support 73 108 181

40% 60% 100%


P-Value 0.722


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



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.


RAC Problem i.e. irrespective of Infrastructure Support.

There is No Significant association between Infrastructure Support and


3. Organizational Support & Resignation


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


4. Overall Support & Resignation


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.




RAC Problem i.e. irrespective of Overall Support.

There is No Significant association between Overall Support and


5. Summary

1. Out of 229 (56%) NF, WW, 91 (40%) NF, WW (DCC) has resigned,


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.



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




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.


PCWW Problem (P=0.327).



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.


WLB Problem (P=0.692).


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.



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


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).


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.



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


NF.

There is a significant association between NF and WLB Problem

(P=0.023).


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


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.



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


HPJ.

There is No Significant association between HPJ and WLB Problem

(P=0.207).


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.



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).


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).



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.



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).



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



reduced in comparison to WW, WM, Gen Y, NF, HPJ, Child Age <=03

Years.

2. PCWW Problem


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,



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.



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



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.


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.



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).


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).



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


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.



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.


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).



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).


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).


Age of Child <= 03 Years (P=0.981).



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.


Only Wife) Job, Infrastructure Support reduces by 11% than WW (DCC)

with Transferable (Only Husband) Job.



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-


strength, these could not get Infrastructure Support. That may be root




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.


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.



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).


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).


HPJ (P=0.219).


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).


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),



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.


Only Wife) Job, Organizational Support increased by 8% than WW

(DCC) with Transferable (Only Husband) Job.



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.


03 Years [188 (95%) Non-Gen Y, 166 (92%) Non-NF, 238 (95%) Non-


strength, these could not get Organizational Support. That may be root




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.


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.



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).


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.



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



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


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



03 Years [146 (74%) Non-Gen Y, 118 (66%) Non-NF, 189 (75%) Non-


strength, these could not get Overall Support. That may be root cause of




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



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



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


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.



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


(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).



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


(DCC) irrespective of Infrastructure Support.



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





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






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


(DCC) irrespective of Organizational Support.

There is No Significant association between Organization Support and


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.



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.





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


(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


(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).



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


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


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


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%.



2. PCWW Problem


67% without Supports as Family or Infrastructure. While with No-


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.



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


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


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)



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




3. Organizational Support

Only, 2(17%) WW get Organizational Support. 31(14%) WW do not get






4. Overall Support

Only, 4(8%) WW get Overall Support. 29(16%) WW do not get Overall

Support.





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


12% 88% 100%


30% 70% 100%


P-Value 0.004

Infrastructure

Support


15% 85% 100%

No- Infrastructure

Support

21 85 106

20% 80% 100%


P-Value 0.393

Organizational

Support

Organizational

Support

4 10 14

29% 71% 100%

No- Organizational

Support

28 138 166

17% 83% 100%


P-Value 0.271

Overall

Support


11% 89% 100%


21% 79% 100%


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.



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).


Only, 11 (15%) WW get Infrastructure Support. 21(20%) WW do not get





Only, 4(29%) WW get Organizational Support. 28(17%) WW do not get




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).




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.



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



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.



Out of 30 WW (DCC), 16 had PCWW Problem. 06(43%) WW (DCC)

could get Infrastructure Support. 10(64%) WW (DCC) did not have


Out of 30 WW (DCC), 25 had WLB Problem. 12(86%) WW (DCC) could

get Infrastructure Support. 13(81%) WW (DCC) did not have



not get Infrastructure Support.


RAC Problem (Asymptote/ Exact P-Value=0.467).


PCWW Problem (Asymptote/ Exact P-Value=0.464).


WLB Problem (Asymptote/ Exact P-Value=1).



not get Organizational Support. There is none, who was in problem and

could not Organizational Support.


could get Organizational Support. 14(52%) WW (DCC) did not have


Out of 30 WW (DCC), 25 had WLB Problem. 03(100%) WW (DCC)

could get Organizational Support. 22(82%) WW (DCC) did not have


14 (52%) PCWW Problem, 22(82%) WLB Problem of WW (DCC) could

not get Organizational Support.


RAC Problem (Asymptote/ Exact P-Value=1).


PCWW Problem (Asymptote/ Exact P-Value=1).


WLB Problem (Asymptote/ Exact P-Value=1).



4. Overall Support


get Overall Support. There is none, who was in problem and could not

Overall Support.


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.


not get Overall Support.

There is No Significant association between Overall Support and RAC


There is No Significant association between Overall Support and PCWW


There is No Significant association between Overall Support and WLB


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


along with separate Supports as Infrastructure or Overall.

2. PCWW Problem


67% along with various separate Supports as Infrastructure, Overall,

Family or Organizational.



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


63% without Supports as Family or Infrastructure. While, with No-


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




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

%



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

%



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).



4.57 Deductions: Association of Kind of Job (WW) with RAC, PCWW and

WLB

1. Kind of Job (WW) & RAC


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).



4.58 Deductions: Association of Total Service Experience (WW) with RAC,

PCWW and WLB

1. Total Service Experience (WW) & RAC


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


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


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).



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


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


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.



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


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


While, 08 (53%) WW (DCC) has Minimum, PCWW Problems, with

Dental / Physio / BAMS, as type of Profession, in Indian Organizations

(out of total 15).



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


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


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


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


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


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 /



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


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.



2. Type of Sector (Organization) (WW) & PCWW


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


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.



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


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



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).



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



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


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


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



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



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,


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).



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



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%



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.



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.



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.



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.



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



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



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



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



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%



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



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).



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



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.



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.


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


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.


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




4.67 Analysis 12– Association of Supports (FS, IS, OS & OOS) with reason for


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



4.68 Deductions: Association of Supports (FS, IS, OS & OOS) with reason for


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.


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.


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


do not have any WLB-RAC problem or have not resigned. Means, WW

(DCC) bear a lot, before finally taking a decision on resignation.


are the main reason of resignation among WW (DCC) along with




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


do not have any WLB-RAC problem or have not resigned.


are the main reason of resignation among WW (DCC) without Infrastructure

Support.


Delivery / Birth (2% less), Child Upbringing and Transfers (4% more), among

WW (DCC), without Infrastructure Support.


with Infrastructure Support, among WW (DCC) in Indian Organizations

(P=0.327).

4.68.3 Reason of Resignation along with Organizational Support


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


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.


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.




with Organizational Support, among WW (DCC) in Indian Organizations

(P=0.255).

4.68.4 Reason of Resignation along with Overall Support


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.


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.


are the main reason of resignation among WW (DCC) without Overall

Support.


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).





TABLE-4.52 Association of Problems (RAC, PCWW & WLB) with


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)


Organization along with “PCWW Problem” and 92(75%) WW (DCC)

also, looks forward (agree) for Child Care (Crèche) by Organization with

“No PCWW Problem”.



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”.


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)


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”.


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).



4.71 Analysis 14– Association of Supports (FS, IS, OS & OOS) with


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


84% 7% 52%


73% 16% 48%


P-Value 0.047

Infrastructure

Support


78% 11% 41%

No- Infrastructure

Support

192 28 243

79% 11% 59%


P-Value 0.914

Organizational

Support

Organizational

Support

22 1 26

85% 4% 6%

No- Organizational

Support

300 45 383

78% 12% 94%


P-Value 0.730

Overall

Support


83% 8% 27%


77% 12% 73%


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)


Organization along with Family Support and 144(73%) WW (DCC) also,



looks forward (agree) for Child Care (Crèche) by Organization without

Family Support.


raising a child (RAC Problem) increased by 11% along with Family Support.


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)


Organization along with Infrastructure Support and 192(79%) WW (DCC)

also, looks forward (agree) for Child Care (Crèche) by Organization without



raising a child (RAC Problem) is almost equal, irrespective of Infrastructure

Support.


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)


Organization along with Organizational Support and 300(78%) WW (DCC)

also, looks forward (agree) for Child Care (Crèche) by Organization without



raising a child (RAC Problem) is increased by 7% along with Organizational

Support.


irrespective of Organizational Support.



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)


Organization along with Overall Support and 231(77%) WW (DCC) also,

looks forward (agree) for Child Care (Crèche) by Organization without

Overall Support.


raising a child (RAC Problem) is increased by 5% with Overall Support.


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).




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)




Either Family) in Indian Organizations along with PCWW Problem and


(Both or Either Family) in Indian Organizations with No PCWW Problem.


provided in Indian Organizations, in raising a child increased by 1% than No

PCWW Problem.


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


4.75.3 WLB Problem & Perception on mandatory support (Both or Either

Family)


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.


provided in Indian Organizations, in raising a child decreased by 5% than No

WLB Problem.


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




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


79% 9% 52%


79% 5% 48%


P-Value 0.237

Infrastructure

Support


87% 5% 41%

No- Infrastructure

Support

179 22 243

74% 9% 59%


P-Value 0.029

Organizational

Support

Organizational

Support

20 3 26

77% 12% 6%

No- Organizational

Support

303 27 383

79% 7% 94%


P-Value 0.131

Overall

Support


81% 8% 27%


78% 7% 73%


P-Value 0.876


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.



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)


Either Family) in Indian Organizations along with Family Support and


(Both or Either Family) in Indian Organizations without Family Support.


provided in Indian Organizations, raising a child (RAC Problem) is almost

equal, irrespective of Family Support.


Family) in Indian Organizations irrespective of Family Support.

4. There is No Significant association between Family Support and Perception



4.78.2 Infrastructure Support & Perception on Mandatory Support (Both or

Either Family)


Either Family) in Indian Organizations along with Infrastructure Support and


(Both or Either Family) in Indian Organizations without Infrastructure

Support.


provided in Indian Organizations, raising a child (RAC Problem) increased by

13% along with Infrastructure Support.


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).



4.78.3 Organizational Support & Perception on Mandatory Support (Both or

Either Family)


Either Family) in Indian Organizations along with Organizational Support and


(Both or Either Family) in Indian Organizations without Organizational

Support.


provided in Indian Organizations, raising a child (RAC Problem) is decreased

by 2% with Organizational Support.


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)


Either Family) in Indian Organizations along with Overall Support and


(Both or Either Family) in Indian Organizations without Overall Support.


provided in Indian Organizations, raising a child (RAC Problem) is increased

by 3% with Overall Support.


Family) in Indian Organizations irrespective of Overall Support.

4. There is No Significant association between Overall Support and Perception





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



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.



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.



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



(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.



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.



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.



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.



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/



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.



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)



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



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.



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



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



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



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



4.88 SEM Model on PCWW and Infrastructure Support:

FIGURE-4.6-SEM Model – 6: Relation between PCWW and Infrastructure

Support


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



4.89 SEM Model on PCWW and Family Support:

FIGURE-4.7-SEM Model – 7: Relation between PCWW and 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



4.90 SEM Model on RAC and Infrastructure Support:

FIGURE-4.8-SEM Model – 8: Relation between RAC and Infrastructure

Support


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



4.91 SEM Model on RAC and Family Support:

FIGURE-4.9-SEM Model – 9: Relation between RAC and 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.



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)



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).



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




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).



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).



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).



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




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



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


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).


Entertainment) with Q42 (Support from Husband’s Office) (P=0.144) and Q44



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).


Dance) with Q42 (Support from Husband’s Office) (P=0.757) and Q44



Dance) with Q33.4 (Issue of WLB through Meditation) (P<0.001) and Q33.5

(Issue of WLB through Yoga) (P<0.001).


Meditation) with Q42 (Support from Husband’s Office) (P=0.795) and Q44



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




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


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).



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.



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



(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



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



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).



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


“Maid”.

02 & 03

38.3 &

39.3 “Cook” P< 0.001


association between

Perception and

Availability of


“Cook”.

02 & 03

38.4 &

39.4

“Child

Care” P=0.051

There is No Significant

association between

Perception and

Availability of


“Child Care”.

02 & 03

5.5 Major Findings from Descriptive Analysis: Availability on mandatory,

basic Supports for RAC


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-



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.



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


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


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.



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


association between HPJ,

WW (DCC) and

Qualification of WW

(DCC).

01 &

03

30 & 14

HPJ and

Yearly

Income P<0.001


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).



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.



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



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



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).



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).


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.



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.



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



without Support. Only difference is Type of Problem, are changing. It


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?



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%.


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


WW, PCWW Problem

increases by 5%.

01 & 02

WLB

Problem P=0.023


WW, WLB Problem increases

by 6%.


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



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%.


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



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



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)


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.


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).



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).



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



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



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.



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



Gender, 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).


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.



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





01 &

02

Transfera

ble Job P=0.295

It deduces that

Organizational Support (OS)

is more by 27% in Non-

Transferable Job, 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.



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



Gender, on Overall Support.





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).


association between Overall

Support and NF.

01 & 02

HPJ P=0.207


Support is more by 5% to

HPJ, WW (DCC) than Non-

HPJ, WW (DCC).

01 & 02

Transfera

ble Job P=0.367


Support is more by 56% in

Non-Transferable Job, 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.




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%.



Support and RAC Problem.

02

Infrastructu

re Support

“PCWW

Problem” P=0.061


Infrastructure Support,

PCWW Problem increased by

8%.

02

Organizatio

nal Support

“RAC

Problem” P=0.300


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%.


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



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) ,



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.



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.



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



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.



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



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)


No.

Reasons for

leaving a

job, by

DCC

“RAC

Problem” P=0.156


association.

01 &

02

“PCWW

Problem” P=0.001


association between PCWW

Problem and Reason of

Resignation among WW

(DCC) in Indian

Organizations.

01 &

02

“WLB

Problem” P=0.822


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.



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)


No.

Reasons for

leaving a

job, by

DCC

“Family

Support” P=0.461


association.

01 &

02

“Infrastru

cture

Support”

P=0.327


association. 01 &

02

“Organiz

ational

Support”

P=0.255


association.

01 &

02

“Overall

Support” P=0.025


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





with Perception of Child Care (Crèche) (Organization’s Support): Test-Chi-

Square Test (Cross-Tabulation)


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


association. 01 & 02

“PCWW

Problem” P=0.142


association between

PCWW Problem and

Perception of Child Care

(Crèche) to be provided

by Organization.

01 & 02

“WLB

Problem” P=0.835



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


2. Only, 8% to 12% WW (DCC) does not bother for Child Care (Crèche)

by Organization irrespective of Problems.



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)



Instrument

Association

Q38.6

Association

(Attribute /

Variable)


No.

Perception

of

Child Care

(Crèche)

(Organizatio

n’s Support)

Analysis

Family

Support P=0.047



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


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


2. 4% to 16% WW (DCC) does not bother for Child Care (Crèche) by

Organization irrespective of Overall Support.




with Perception on mandatory Support (Both or Either Family) for RAC

(Infant) : Test-Chi-Square Test (Cross-Tabulation)



(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



“PCWW

Problem” P=0.479


association between

PCWW Problem and

Perception of Mandatory

Support (Both or Either

Family) to be provided in


01 & 02

“WLB

Problem” P=0.505



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.



5.42 Analysis 16: Findings on Association of Supports (FS, IS, OS & OOS)


(Infant): Test-Chi-Square Test (Cross-Tabulation)


Perception on mandatory Support (Both or Either Family) for RAC (Infant)

Instrument

Association

Q48.1

Association

(Attribute /

Variable)


No.

Perception

on

mandatory

Support

(Both or

Either

Family) for

RAC

(Infant)

“Family

Support” P=0.237


association.

01 &

02

“Infrastru

cture

Support”

P=0.029


association between

Infrastructure Support and

Perception of Mandatory

Support (Both or Either

Family) to be provided in


01 &

02

“Organiz

ational

Support”

P=0.131


association. 01 &

02

“Overall

Support” P=0.876


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.



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



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.


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


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



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.



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



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



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.*



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


3. WW (DCC) as Pharmacist has maximum, WLB Problems, while, WW

(DCC) as Dental / Physio / BAMS has minimum WLB Problems, in


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


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).



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.



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



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,



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.



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.



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).



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



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



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.



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.

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https://www.amazon.in/s/ref=dp_byline_sr_book_3?ie=UTF8&field-author=Ankur+Madan&search-alias=stripbooks

https://www.amazon.in/s/ref=dp_byline_sr_book_3?ie=UTF8&field-author=T.S.+Saraswathi&search-alias=stripbooks

https://www.amazon.in/s/ref=dp_byline_sr_book_1?ie=UTF8&field-author=John+W.+Berry&search-alias=stripbooks

https://www.amazon.in/s/ref=dp_byline_sr_book_2?ie=UTF8&field-author=Pierre+R.+Dasen&search-alias=stripbooks

http://www.mospi.gov.in/

http://www.mospi.gov.in/

https://gujhd.gujarat.gov.in/Portal/News/15_1_status_of_women_july.pdf

http://www.genderandtrade.com/

References


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

http://www.google.com/

http://www.gujaratgovernment.com/

http://www.mospi.g/

http://www.mospi.g/

Appendix


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