Work Life Balance of Women Employees and Their Time Management and Quality of Time

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In this chapter efforts were drawn to analyze the time management at work place and quality of time spends at home. These two are twin eyes of a lady worker. Time management is an important tool to lead a perfect life both personally and professionally. If a woman worker has a good time management skills, she is in control of her time, life, stress and energy levels. She makes progress at work and she is able to maintain balance between work and family life she has enough flexibility to respond to surprise or new opportunities. It is to be remembered lost time is never found again

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Time available especially to a woman employee is stock–in–trade. Wasting of time is actually an offence so it should be carefully an effectively utilized. A good worker prioritizes the task and make sure that the time used for important matters and people. An ideal worker values her time and lays price tag. The most perishable commodity is time, yet only a few workers value it as the most precious resource. A woman employee can use it effectively or lose it carelessly. The effective utilization of time leads to productivity. A lady, who wastes a valuable minute, automatically loses hours and days, not getting back the loss. It is left to an individual to use it, or loss it, or abuse it. It should be kept in mind, time is not a bank account and never be carried forward the time balance in the life.

It is pertinent to make an eye over the demographic profile of the sample respondents before analyzing the time management at work place. There are four factors such as designation, age, family members and marital status of the sample respondents are considered important for the purpose of the study. Distribution of respondents and their designation is given the table 3.1

The above table 3.1 indicates that one third (32.4 percent) of the woman employees were designed in official cadre, 31.4 percent were nurses, 26.1 percent were doctors and remaining 10.1 percent of the respondents were pharmacist. Ikram and Anwar (2009)1 revealed the employees working in private sector organizations have more work –life balance and are more satisfied with their jobs, as compared to those employees working in public sector organizations. Chen, Chang & Yeh (2006)2 say that women are considered more suitable candidates for hospitality industry size their physical appearance is relatively preferable.

It’s concluded that one third (32.4 percent) of the women employees were in official cadre.

The above table 3.2 reveals that one third (32.3 percent) of the women employees were 35 to 45 years age group, 27.3 percent were below 25 years, 22.3 percent were 25 to 35 years and remaining 18.1 percent of the respondents 45 years above. Chandraiah. K et al ( 2003 )3 study found that the young adults and the early middle aged were experiencing more stress due to role overload, role ambiguity and strenuous working conditions compared to late middle aged.

It’s concluded that one third (32.3 percent) of the women employees were 35 to 45 years of age group.

The above table 3.3 indicates that more than one –fourth (27.3 percent) of respondents were medium size of family( 3 to 5 members ), 26.8 percent were above 10 members, 25.4 percent of respondents were 6 to 10 members remaining 20.6 percent of the respondents 1 to 2 members. Work family conflicts are likely to increase in international working scenarios which may involve the physical relocation of entire family for female employees due to the combined effect of role and culture novelty (Harris, 2004 ).

It’s conclude that more than one – fourth (27.3 percent) of the respondents were medium size of family (3 to 5 members)

The above table 3.4 indicates that more than half (52.1 percent) of the respondents were married and remaining 47.9 percent were unmarried. Women choose to postpone child birth or remain childless in order to pursue a working career (Oliver 2009).

It’s concluded that more than half (52.1 percent) of the respondents were married.

There are different factors at three levels playing a vital role to measure the progress of women through organizational hierarchy. In regard to organizational context work life balances, flexible working hours, conducive work environment and HR process and benefits are the foundation for women’s career advancement. In respect of work environment supportive supervisor, Job assignments and supportive colleagues are predominant factors which have immense impact on the career development of women employees. With regard to individual employee, career planning their performance and promotion are significant factors which need to be given careful weightage for the progress of individual employee’s job enrichment.

Hither to women are employees in low profile positions. At present they occupy top level cadres in the work place which gives raise to their duties and responsibilities. This situation gives impetus to manage the available time properly and efficiently. Women are equally assuming the earning responsibility for the welfare of their home. Today women are getting into occupy the employment and even after marriage they continue to work. Women employees are effectively and efficiently overcome their problems by strong commitment and perseverance. Women have been actively involved in revenue generating activities which leads to adequate satisfaction of their family needs. This part of the chapter aims to identify the various factors relating to time management at work place. For this purpose, work days in a week, work hour in a day, travelling time to reach the office and working shift were taken into consideration in order to analyze the time management at work place.

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