A STUDY ON WORK LIFE BALANCE

OF EMPLOYEES IN
OPPO MOBILES TELECOMMUNICATION
PVT.LTD

By
SAI NIRUPAMA N
38410202
 ABSTRACT

The project aims to study the concept “A study on Work Life Balance of an Employee” and the role it plays in
enhancing the productivity and performance in an organization. It also aims at understanding a wide range of
welfare activities to be undertaken in order to improve Work Life balance in an organization.

The success of any organization is highly dependant on how it attracts, recruits, motivates and retains its work
force. Organizations are required to adopt a strategy to improve the employees WLB to satisfy organizational
objectives and employee needs. The project studies the importance of having effective WLB practices in
organizations and their impact on employee performance and the overall organizational performance. There are
six components of WLB namely Management of self, time, stress, change, technology, leisure.

The conclusion drawn from the project is that a better WLB leads to increased job satisfaction, greater sense of
job security, better physical and mental health, reduced levels of job stress and enhanced control of their
environment. A company having a good WLB becomes the “employer-of-choice” for talented workers which
provides competitive advantages for business in sectors facing shortage of skilled workers and managers. It
also reduces the turnover & high cost of replacing lost workers.
CHAPTER I
 INTRODUCTION
1.1 INDUSTRY PROFILE
The smartphone market is poised to take off in India, with an urban market that is ripe for
replacementfromafeaturephonetoasmartphoneandakeenyoungerpopulationwithhighlevels of
technological awareness waiting to adopt new technology. India is the world’s second largest
mobilephonemanufacturerafterChina.Andwiththecurrentpaceofgrowth,Indiaisnotfarfrom
becoming the leading handset market in the world. According to the Indian Cellular Association
(ICA), the annual production of mobile phones within the country has increased from 3 million
devicesin2014to11milliondevicesin2019.Indianowaccountsfor11percentofglobalmobile
production, which was only 3 percent in2014.
Another feather in India’s cap is that during the first quarter of 2018, India became the
world’s fastest- growing market for mobile applications. In May 2017, the Indian government
announced the Phased Manufacturing Programme (PMP) to promote domestic production of
mobile handsets. This initiative is helping build a robust indigenous mobile manufacturing
ecosystem in India, and incentivize large scale manufacturing. The PMP has successfully helped
innudgingcompaniestomovetowardsmanufacturingfromdirectimports.AccordingtotheICA, the
total capital investment by device and component players by the end of 2018 under the PMP is
expected to hit INR 57 billion. With more than 100 players, the mobile phone market in India has
grown exponentially in the past decade, and with the emergence of smartphones, the growth has
increased exponentially. Driven by an exponential surge in data consumption in the recent few
years,Indiaranksamongtopfivecountriesacrosstheworldinhighestinternetusersandisspeculated to
rank as the fourth largest market by the year 2020 with two out of every three mobile phones to be
smartphones.

Top 5 smartphone vendors in INDIA

1. Xiaomi Xiaomi continued to lead the smartphone market in the 2019 by doubling its
volume year on year. Also, its continuous efforts to expand offline footprint has helped get
visibility for the brand, thus ensuring availability in more places.
2. Samsung Samsung remained at the 2nd spot in smartphone ranking with flat annual
growth in2019.Samsung'stwoprongedapproachwiththefocusonlow-to-midrange Jseries and
 the latest flagships Galaxy S9 series along with Galaxy S8 series and Note 8 in the
premium segment drove shipments for the vendor.

1. OPPO Oppo climbed to 3rd position from 5th in 2019. While it launched F11 in later half
of 2019Q1,bulk of its shipments came from mid-ranged A series with upgraded variants in
2019. The channel realignment to focus on channel partners primarily with high sales
contribution continued to build deeper relationships in those channels.
2. Vivo Vivo slipped to 4th position as its shipments declined by 29.4 percent year-over-year
in 2019Q1. However, the brand grew by 2.1 percent as compared to previous quarter. The
Y series of Vivo continued to generate close to 70 percent demand.
3. Transsion Transsion made its debut in the Top 5 with more than threefold annual growth
in shipments in 2019Q1. The China based group has four brands under its umbrella –
namely itel, Tecno, Infinix and Spice. With its primary focus on offline channels, itel and
Tecno branded phones are doing well in the highly price sensitive Indiamarket.

1.2 COMPANY PROFILE

ABOUT OPPO
Guangdong OPPO Mobile Telecommunications Corp., Ltd, commonly referred to
asOPPO,is a Chinese consumer electronics and mobile communications company headquartered
in Guangdong in China, and known for its smartphones, Blu-ray players and other electronic
devices. A leading manufacturer of smartphones, OPPO was the top smartphone brand in China in
2019 and was ranked No. 5 worldwide. It is area subsidiary of BBK Electronics. It is a part of
BBK Electronics Corporation along with Vivo, Realme and OnePlus.
HISTORY
The brand name OPPO was registered in China in 2001 and launched in 2004. Since then, they
have expanded to all parts of the world. In June 2016, OPPO became the biggest smartphone
manufacturer in China, selling its phones at more than 200,000 retail outlets.
BRANDING
Korean boy band 2PM prepared a song known as "Follow Your Soul" in a promotional deal with
OPPO for launching its brand in Thailand in 2010. In June 2015, the company signed an agreement
with FC Barcelona to sponsor the Spanish football club.
In 2016, PBA tied up with this company as its official smartphone partner starting from 2016 PBA
Commissioner's Cup which was held on 10th February. OPPO also hires celebrity endorsers in
Vietnam, especially SơnTùng M-TP whoendorsesthreesmartphoneunitslikeNeo5,Neo7andF1s.
OPPO made a sponsorship to one of Vietnam's top-rated reality shows, The Face Vietnam.

In2017,OPPO won the bid to sponsor the Indian national cricket team and has achieved the rights
to display their logo on the team’ skits from 2017 to 2022. Within this period the Indian national
cricket team will play 259 International matches consisting of 62 Tests, 152 ODIs, and 45T20
Internationals. This number also includes the 2019 World Cup in England and 2020T20 World
Cup in Australia. The current base price for bilateral matches involving India has been set at Rs
4.1 crore (approx.) and for Asian Cricket Council (ACC) and International Cricket Council (ICC)
matches, it is Rs 1.56 crore (approx.) - almost a four-fold increase from its earlierrate.

In 2019 OPPO became a sponsoring partner of the French Open Grand Slam tennis tournament
that is held in Roland-Garros, Paris.
In 2019, as per a survey conducted by Numr Research, a market research company in India,
OPPO emerged as a brand with highest Net Promoter Score in India
PRODUCTS
Oppo phones are smartphones produced by the Chinese company Oppo. They produce phones in
their A series, Find series, F Series, N series and R series. Oppo also produces headphones and
Blu-ray players under its Oppo Digital brand. The Oppo RENO2 series is the latest addition to the
Oppo series along with the Oppo RENO2z which is a smaller version. It has Android 9.0 with a
Snapdragon 855 Plus chipset. The RENO2z has just the standard Snapdragon 855 with running
Android9.0.1.TheOppoFSeriesareMediatekpoweredselfie-centereddevices in which OPPO used
their tagline "Selfie Expert. On 3 August 2016, Oppo launched the F1s in India. The Oppo F1s is a
selfie-centric phone which succeeds the Oppo F1. The F1s sports a 13 MP primary camera at the
back and has a 16 MP secondary camera on the front. There is a fingerprint scanner housed on the
home button which can not only be used to unlock the phone but, open apps as well. The Oppo
F1s is powered by MediaTek's MT6750 octa-core processor which is coupled with 3 GB RAM
and Mali-T860 MP2 GPU. It runs on ColorOS 3.0 based on Android 5.1 Lollipop and features a
5.5-inch HD IPS display which is backed by 3075 mAh battery.
OPPO INDIA
OPPO launched the first mobile phone, the Smile Phone, in 2008, which marks the beginning of a
journey to explore and pioneer extraordinary technology. Today, OPPO brings the aesthetics of
technology to global consumers through smart devices, colorOS and internet services like OPPO
cloud. We have presence in over 40 countries and regions, and have set up 6 research institutes
and 4 R&D centers. We have
also established a global design center in London. Together, over 40,000
OPPO employees join their efforts to create beautiful life for people.
OPPO INDIA VISION
To become a healthier and sustainable enterprise
OPPO INDIA MISSION
To let our extraordinary users enjoy the beauty of technology
OPPO INDIA MISSION
Benfen, Wolf spirit, Result- oriented, Quick Response
1.3 WORK LIFE BALANCE

Work-life balance refers to the level of prioritisation between personal and professional
activities in an individual’s life and the level to which activities related to their job are
present in the home.

Freethinker Paul Krassner said that anthropologists often define happiness as having little
or no differentiation between an individual’s professional and personal lives.

Work-life balance is a topical issue due to the increased amount of technology that removes
the importance of physical location in defining the work-life balance. Previously it was
difficult or impossible to take work home and so there was a clear line between professional
and personal.

The increase in mobile technology, cloud-based software and the proliferation of the
internet has made it much easier for employees to be ‘permanently’ at work, blurring the
distinction between professional and personal. Some commentators argue that smartphones
and ‘always-on’ access to the workplace have replaced the authoritarian control of
managers.

Stress is a common feature of a poor work-life balance. In the information economy mental
stress has been identified as a significant economic and health problem, causing by a
perceived need of employees to do more in less time.

A key issue in the work-life balance debate is where responsibility lies for ensuring
employees have a good work-life balance. The general feeling is that employers have a
responsibility to the health of their employees; apart from the moral responsibility, stressed-
out employees are less productive and more likely to make errors.

1.4 SCOPE OF WORK LIFE BALANCE

In today’s age, many workers are seeing their personal responsibilities increase, from
childcare and elderly care, to volunteer work, and family commitments. This comes at a
time when their work responsibilities are also increasing, resulting in a conflict between
personal and work commitments and an increase in stress.

Another factor which is contributing greatly to the difficulty in achieving a work life
balance is the changing landscape in how and where employees are expected to work. As
more and more companies embrace the technological age and move into globalization,
work is no longer restricted to the workplace. Employees can work from almost any
location with the use of laptops, tablets, and smart phones; and telecommuting is on the
increase. Employees can access work emails and assignments 24/7, meaning that they can
also be accessible to employers and clients. Although there are multiple benefits to this
flexible working pattern, it can run the risk of blurring the lines between work and personal
life. Remote working also means that staff may now find that their typical work week is no
longer restricted to the traditional 40 hours a week.

An employee’s satisfaction in their personal life and their ability to meet personal
commitments greatly affects their success as a worker, which greatly benefits any
company. Helping employees to achieve a good work life balance increases work
satisfaction, increases their loyalty to their employer, and helps employers to achieve
career longevity. A company which recognizes these benefits and implements policies to
promote a work life balance is one which will not only see an increase in the productivity
of their workforce but which also sees increased retention of staff and reduction in costs
associated with high turnover.

1.5. OBJECTIVES OF THE STUDY

Primary Objective:

 To analyze the effectiveness on work Life Balance of the employees in Oppo

Mobiles Telecommunications Pvt.Ltd.

Secondary Objective:

 To analyze the impact of work timing in Work Life Balance.

 To examine the perception of employees in the Organization.

 To determine the relationship between the employees and their co-workers.

 To examine the relationship between employee’s job with personal life.

1.6 LIMITATIONS
To study this topic ,sincere efforts have been put to collect relevant, updated and accurate
data from various respondents. But, during the study certain problems were faced and those
are very important to be highlighted.
 Improper Responses : In some cases, respondents gave wrong information
willingly or avoided to impart information. They took no interest during the survey.
 Language Barrier : For the respondents, interviews were conducted in English and
Tamil. Some of them were not in a position to understand the subject matter of the
survey and provided irrelevant information.
CHAPTER II
 REVIEW OF LITERATURE

Herzberg et al. (1959) developed two distinct lists of factors; one is task-related which
caused happy feelings or a good attitude within the worker and Herzberg called these as
motivators. These are Recognition ,Achievement ,Possibility of growth , Advancement,
Responsibility ,Work itself.Whereas, other were not directly related to the job itself but
related to the conditions that surrounded to do that job. Herzberg named it as hygiene
factors like Salary ,Interpersonal Relations – Supervisor ,Interpersonal Relations –
Subordinates ,Interpersonal Relations – Peers ,Supervision – Technical , Company Policy
and Administration ,Working Conditions ,Factors in Personal Life ,Status ,Job Security.

Miller (1978) emphasized that earlier the work life used to begin at age 16 and end at age
70 and now begins at 20 and ends at 62 for most of the working personals. However,
restrained effects of the increase in average length of life over the last 80 years may be
associated with certain changes in work- life history as more people reach the older ages
with their health to permit them to enjoy leisure and image of the retirement years.

Greenhaus and Beutell (1985) and Greenhaus et al. (1989) examined the antecedents of
conflict between family and work, Goodstein (1994) and Ingram and Simons (1995)
presented an institutional perspective on organizations‘ responses to work-family issues. In
addition,Campbell and Kennard (1994) have studied the effects of family responsibilities
on the work commitment and job performance of women. The work-family issue is even
further expanded to address the relationship of business-marriage partners (Foley & Powell,
1997).

Thompson & Walker (1989) revealed that working women face well-documented
conflicts due to their continuing role as primary caretakers for their homes, children, and/or
elderly parents being women's greater responsibility for children and other family members
and they experience more interruptions than men resulting common household problems.

Researcher Milkie and Peltola (1999) stated that one will feel less successful in achieving
their own work-family balance if spouse has to do the smaller portion of housework
whereas Kiecolt (2003) found that who find work a haven spends no more hours at work
than those with high work-home satisfaction.

Higgins and Duxbury (1992) expressed that work conflict is a greater source of work-
family conflict whereas personal or family lives, interfere with work are associated for
fewer hours but work that interferes with life matters as revealed by the researcher
Reynolds (2005).

Rapoport and Bailyn (1996) addressed in a report to the Ford Foundation that ―The
separation of work life from family life has existed since the Industrial Revolution and
remains largely intact today even though it has never reflected the way most people live.
The business world has responded to work-family issues with an array of programs and
policies that address specific family needs but do not change this basic assumption that
employees‘ work and private lives are separate and conflicting.

Spector (1997) emphasized that Job Satisfaction is the degree with which people like their
jobs where some people enjoy work and find it to be a central part of life and others hate to
work and do so only because they must. In other terms, Job satisfaction simply means that
how people feel about their jobs and different aspects of their jobs. It is the extent to which
people like (satisfaction) or dislike (dissatisfaction) their jobs. As it is generally assessed,
job satisfaction is an attitudinal variable.

Konrad and Mangel (2000) emphasized that job satisfaction can be increased by
implementing work-life balance policies by reducing conflict between work and family. In
other term, satisfaction creates confidence, loyalty and ultimately improves the quality
output from the employees (Tietjen and Myers, 1998). There is a need to have work
environment in such a way that employees can reach their full potential and enjoy their Job
Satisfaction.

Green (2000), ―Originally, job satisfaction was studied as a predictor of behaviors such as
performance, absenteeism, and turnover. More recently the interest has shifted toward
identifying factors that influence or predict job satisfaction. Personal and work-related
characteristics can influence job satisfaction.
Researcher Vloeberghs (2002) revealed that there is a need for a practical instrument to
measure the present situation of work- life balance.

Hyman and Summers (2004) classified seven major problems which are associated with
current practices over work-life balance these are unevenness of adoption across different
sectors and organizations, lack of formalization of policies at organizational level, restricted
employee voice over the introduction and implementation of policies , policies are primarily
to meet business needs rather than those of employees, there is no evidence of reduction in
working hours, tangible and intangible work intrusions into domestic life , domestic
responsibilities are still conducted primarily by women irrespective of their employment
status.

Researcher McDonald et al. (2005) there are five dimensions that affect organizational
work-life culture these are lack of managerial support for work-life balance; perception of
negative career consequences; organisational time expectations; the gendered nature of
policy utilisation; and perceptions of unfairness by employees with limited non-work
responsibilities whereas changing the habits of employees does not necessarily imply a
change in ―work-life balance‖ particularly if the culture of the work environment does not
change.

Eikhof et. al. (2007), the current work-life balance policies are narrow-minded in terms of
addressing the needs and aspirations of employees but there is need for its realization as
reflected in Emerald article, Human Resource Management International Digest, Vol.12 Iss:
7 (2004) which emphasized that the employers are realizing for its responsiveness and take
inventive in trying to meet employee expectations for flexible benefits that help with their
work-life balance.

Roberts, 2007 revealed that employees‘ attitudes towards their hours of work, and
perceptions and complaints about work-life imbalances actually deals with working time
and complaints about time pressure which are unrelated to hours actually worked.

Mohammad niaz (2008) in his research titled “Work life balance practices and gender gap
in job satisfaction” examines the role of the work life balance practices by explaining the
paradox of the contented women worker”. In his research he finds out that woman reports
higher levels of job satisfaction than that of men. The main finding is that WLB is the
important determinant of the intrinsic extrinsic, aspects of job satisfaction.

Researcher Ballout (2008) the Individual- specific variables will be more likely to predict
family – to - work conflict and perceived career success, while work-specific variables will
be more likely to predict work- to - family conflict and career success. The employees and
employers have to identify appropriate strategies for balancing work and non-work domains
in such a way that employees strive to perform work and family roles successfully, and
employers ensure that employees have the necessary infrastructure and tailored-made
family supportive programs to encourage them to achieve dual- success: success in family
relationships and success in careers.

Researcher, Buddeberg-Fischer et al (2008) stressed that a well balanced integration of

professional and private life is an essential goal for the new generation Moreover, informal
arrangements and managerial discretion are important in realizing work and care balance.

Rebbecca (2009) quotes in “Work life balance- Men and Women” that women and men
have a different perception generally on balance the work and life. She tells that women
devote more time on her family and the men spend more time pursuing his personal
interests. She also quotes that balance is not only about dividing the time spent on work and
personal life, but also establishing harmony that reflects on the individuals priorities.

Peter (2009) in his study on “Work life balance and subjective well being” explains about
the work life balance and the well being of the employees. In this research, the hypothesis
that was tested is the sufficient amount of time available increases the well being of the
employees as it helps in satisfying personal needs. The finding in this research was that the
perceived sufficiency of time available for personal life and works tells the level of well
being only if the individual’s needs are fulfilled in the given time.

R Baral and S Bhargava (2011) in their research titled “HR interventions for Work life
balance” quotes that work life balance is the concern for both research scholars and the
business leaders in the view of technological, demographic and organisational
changes related to it. They have explained about the challenges that the HR managers face
 while effectively implementing the policy in their organisation. They suggest that the
organisations must implement Work life balance policies and incorporate the
organisational culture that ensures employee commitment and productivity.

Murphy and Doherty (2011) revealed that it is not possible to measure work-life balance
in an absolute way as there are personal circumstances which influence the way that is
perceived but establishing a harmony that reflects an individual‘s priorities whereas
employees must draw a firm line between their home and work lives and be confident that
the line is in the right place .

Mohan and Ashok (2011) explained that ―Stress is often developed when an individual
is assigned a major responsibility without proper authority and delegation of power, inter
personal factors such as group cohesiveness, functional dependence, communication
frequency, relative authority and organizational difference between role sender and forcal
persons.

Sarah Holly and AlwineMohnen (2012) in their study titled “Impact of working hours
on Work Life balance” their main objective was to examine the influence of the working
hours of the employees on their satisfaction on the job. They explain that the overall
number of the employees wants to reduce their working hours is influenced mainly by the
overtime compensation. Their study result shows that generally the long working hours do
not lead to the dissatisfaction among the employees, but long working hours have a
positive effect on the employee’s life and job satisfaction and the desire to reduce the long
working hours have a negative impact on the job satisfaction of the employee.

Balasubramanian L. in her article (published in The times of India, Ahmedabad Mirror dt

24.05.2013, p. 28) that ― sometimes a person find that there are some valid reasons which
trigger the decision to quit, especially if there is no job satisfaction to the demands of work
upsets your personal life schedules.

Ceniza- Levine C. (2013) expresses in an article in ―Forbes woman‖ that if you feel
undervalued, decide first what would represent the appreciation you are seeking – is it
words of praise?, is it a promotion?, is it a raise? However, an importance of considering
trust over and above organizational efforts directed at supporting employees though a show
of appreciation for their contribution and concern for their well-being.
CHAPTER III
3. RESEARCH METHODOLGY
Research Methodology refers to the way of solving the research problem systematically. It
is a study of science to know the procedures to conduct research. The research
methodology depicts the methods to be followed in research activities starting from
investigation to presentation. It includes research design, sampling framework, sources of
data, collection of data, framework of analysis andlimitations.
3.1 RESEARCH

Research can be defined as a scientific and systematic search for gathering relevant
information related to a specific topic. The research is considered as an art of scientific
investigation. According to Clifford Woody, the research comprises defining and
redefining problems, formulating hypothesis or suggested solutions; collecting, organizing
and evaluating data; making deductions and reaching conclusions; and at last carefully
testing the conclusions to determine whether they fit the formulating hypothesis. In simple
words, research is referred to as the search for knowledge by framing objectives and
following systematic method of solving the problem to determine the solution for the
research. The systematic approach of generalizing the results and formulating theory is
also called asresearch.
3.2 RESEARCH DESIGN

Research design refers to formulation of design for research and research is considered as
a conceptual structure within which the research is to be conducted. The Research design
deals with the questions for the study, relevant data, data collection methods and analysis
of results. The research is considered to be the best research based on the questions framed
and the orientation of theresearcher.
Research design is defined as a framework of methods and techniques chosen by a
researcher to combine various components of research in a reasonably logical manner so
that the research problem is efficiently handled. It provides insights about “how” to conduct
research using a particular methodology. Every researcher has a list of research questions
which need to be assessed – this can be done with research design.
The sketch of how research should be conducted can be prepared using research design.
Hence, the market research study will be carried out on the basis of research design.
In this project the intern have used descriptive research design where the intern is
involved in collecting the current scenario in OppoMobiles Telecommunication Pvt.Ltd
Qualitative Research Design: Qualitative research is implemented in cases where a
relationship between collected data and observation is established on the basis of
mathematical calculations. Theories related to a naturally existing phenomenon can be
proved or disproved using mathematical calculations. Researchers rely on qualitative
research design where they are expected to conclude “why” a particular theory exists along
with “what” respondents have to say about it.

Quantitative Research Design: Quantitative research is implemented in cases where it is

important for a researcher to have statistical conclusions to collect actionable insights.
Numbers provide a better perspective to make important business decisions. Quantitative
research design is important for the growth of any organization because any conclusion
drawn on the basis of numbers and analysis will only prove to be effective for the business.

3.3 DATA COLLECTION

Data collection is a process of collecting information from all the relevant sources to find
answers to the research problem, test the hypothesis and evaluate the outcomes. Data
collection methods can be divided into two categories: secondary methods of data
collection and primary methods of data collection.
Primary data is data that is collected by a researcher from first-hand sources, using
methods like surveys, interviews, or experiments. It is collected with the research project in
mind, directly from primary sources.
The term is used in contrast with the term Secondary Data. Secondary data is data gathered
from studies, surveys, or experiments that have been run by other people or for other
research.

3.4 POPULATION
The population of the study comprised of all the 250 employees of Oppo Mobiles
Telecommunication.

3.5 SAMPLE SIZE

Sample size determination is the act of choosing the number of observations

or replicates to include in a statistical sample. The sample size is an important feature of
any empirical study in which the goal is to make inferences about a population from a
sample.
The sample size selected for this study is 110.

3.6 SAMPLING MATHOD

Sampling is a process used in statistical analysis in which a predetermined number

ofobservations are taken from a larger population. The methodology used to sample from a
larger population depends on the type of analysis being performed, but it may include
simple random sampling or systematic sampling.

3.7RESTRICTED SAMPLING METHOD

A method of sampling is described which is a compromise between systematic sampling

and stratified random sampling. It has less potential for bias than systematic sampling and
also avoids the practical problems associated with satisfied random sampling.

3.8 METHOD OF DATA COLLECTION:

A structured questionnaire has been used as an important tool to collect the primary data
from the sample respondents of the Oppo Mobiles Telecommunication Pvt.Ltd.The
questionnaire covered some broad areas of Work-Life balance perspective.The
questionnaire was administered during the leisure time of the employees during their lunch
hours and at the end of their regular shifts. The interpretations of both primary and
secondary data are made with the help of simple and weighted averages. Wherever the
sample respondents stated the preferences/ranks of variables, these variables are assigned
the weights. The response of the sample respondents on the dimensions of Work Life
Balance were taken with basic option like Strongly Agree, agree, Neutral, Disagree,
StronglyDisagree.