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53A Qualitative Study on Work-Life Balance of Software Professionals© 2017 IUP. All Rights Reserved.
A Qualitative Study on Work-Life Balance of Software Professionals
Rajni Gyanchandani*
* Assistant Professor, Sinhgad Institute of Management and Computer Application, Narhe, Pune 411041, Maharashtra, India. E-mail: [email protected]
Work-life balance is characterized by a condition of balance in which the demands
of both a man's occupation and individual life are equivalent. It involves contributing
equivalent measures of time and vitality between work and individual life. The
transformation of information and communication technologies and its usage has
affected individuals work and family lives positively or negatively. The objective of
this study is to explore the work-life balance among select employees (N=30). The
study employs thematic analysis through six themes: social need, personal need,
time management, team work, compensation and benefits, and work. The outcomes
suggests that many employees relinquish their own time keeping in mind the end
goal to strike a balance between work and life. Employees, particularly women, have
a great deal of role clash as moms and other family members. Men nowadays need
to take up family duties. A considerable measure of adapting procedures that the
workers used have been talked about in the present study.
Introduction
The conventional wisdom indicates that employees will never feel truly satisfied with work
until they are satisfied with life. But in this new age it seems that organizations have
failed to comprehend that work-life balance is an important aspect for the individual as
well as for the organization. The survival of any enterprise today is not only dependent
on its own ability to innovate and systemize its activities but also on the happy workers
and it can be achieved by maintaining the balance between work and personal life. So
the biggest challenge for human resource professionals is recruiting, training and retaining
the people by keeping in mind the cost involved in all and this it is very important that
organizations cultivate the culture that provides for balance between the professional and
non-professional life of employees. Work-life balance is the term used to describe those
practices at workplace that acknowledge and aim to support the needs of employees
in achieving a balance between the demands of their family life and work lives (Agarwal,
The IUP Journal of Organizational Behavior, Vol. XVI, No. 4, 201754
2009). According to Kofodimos (1993), work-life balance alludes to “a fulfilling, sound,
and beneficial life that incorporates work, play and love”. Work culture ought to provide
great environment to an individual and his/her family. Thus, the work-life balance is about
overseeing internal pressure from one’s own particular cravings and setting sensible
objectives which do not impinge on family commitments. Work-life balance can be defined
as a state of equilibrium in which sufficient amount of time should be given to personal/
family interests and organizational interests. Those who achieve this balance tend to
achieve higher level of job satisfaction, organizational commitment, as well as lower level
of stress and turnover. In sum, proof proposes a work technique of “running yourself worn
out” which has costs both for meeting performance objectives and be pleased about life;
the employee and the organization gain most when specialists experience extraordinary
equivalence between what they do on and off the clock.
Literature Review
The paper explores the work-life balance among select employees explaining thematic
analysis through six themes: social need, personal need, time management, team work,
compensation and benefits, and work.
Work/Life Balance Defined and Explored
Work-life balance is a challenging issue for the organizations and has attracted the
attention of many researchers. Work-life balance was initially utilized in the 1970s to
describe the balance between an individual’s work and personal life (Newman and
Mathews, 1999). Work-family conflict is characterized by the incongruence between
obligations at home and workplace, which are observed to be commonly inconsistent
(Greenhaus and Beutell, 1985). Work ought to give great environment to an individual
and his family. Hence, work-life balance is about managing internal pressure from one’s
own desires and setting reasonable objectives which do not perpetrate on family
obligations. The absence of inadmissible level of contentions among work and non-work
demands may bring about lower organizational performance.
Work-life balance is described as the sum of practices of individuals who control and
oversee both life and career with accomplishment and fulfillment. It is the term used to
describe those practices at workplace that recognize and intend to support the efforts
of employees in accomplishing a balance between demands of their family and work-
life. Work-life balance implies conforming the pattern of work so that the employee can
benefit from a better fit between their work and zones of their own life and in the long
run would accomplish feasible improvement and profitability.
Theories of Work-Life Balance
A great deal of speculation has been encircled on work-life balance which have been bound
as a singular outline work not recognized all around (Pitt-Catsouphes et al., 2006).
55A Qualitative Study on Work-Life Balance of Software Professionals
A few frameworks on work-life balance incorporate spillover, segmentation, compensation,
congruence, enrichment, inter role conflict, border and boundary theory (Zedeck and
Mosier, 1990; Frone et al., 1992; Clark, 2000; Edwards and Rothbard, 2000; Frone, 2003;
and Greenhaus and Powell, 2006). The theories which are prominent in work-life balance
are as follows:
• Spillover Theory: Spill-over is a process whereby experiences in one role affect
experiences in the other, rendering the roles more alike. Research has
examined the spill-over of mood, values, skills and behaviors from one role to
another (Edwards and Rothbard, 2000). A considerable research work has been
done on spillover theory (Zedeck and Mosier, 1990). Researchers have quite
a while ago perceived that work and family are most certainly not ‘isolate
circles’, yet are related areas or parts with ‘permeable’ limits (Kanter, 1977;
and Pleck, 1977). Spillover can be both positive or negative and if an employee
is feeling stressed in one domain, he/she may feel dissatisfied with other domain
also. On the other hand, positive spillover is when the employee is satisfied
with one domain of his life either work or family, he will feel satisfied and happy
with the other domain as well. This theory supports work-life balance theory
taking into account that distressing occasions and issues in one space has
an impact on how workers see their fulfillment in the other space.
• Segmentation Theory: Work and family were considered two separate areas
and independent of each other (Edwards and Rothbard, 2000). Segmentation
theory has been used to define that work and life are two different areas and
do not impact each other. This theory has been used for the study as it states
that if employee wants to feel satisfied, he can maintain the balance between
work and personal life by disconnecting himself with one of the domains, i.e.,
either work or family.
• Compensation Theory: It considered work and family to have a place with
two different spaces and the negative experience of one space could be repaid
with the positive experience of other space. In other words, work and family
display alter relationship (Clark, 2000).
• Congruence Theory: According to this theory, additional factors such as
knowledge, identity, hereditary compel or level of education could positively impact
both work and family domains evenly, however they are not identified with work
and family influence (Zedeck, 1992; and Edwards and Rothbard, 2000).
• Inter-Role Conflict Theory: It implies that taking care of a demand in one
area (work) makes it hard to meet the demands in other space (family)
(Greenhaus and Beutell, 1985). For instance, role conflict arises when an
employee has to do overtime due to work pressure and at the same time faces
family pressure to come home.
The IUP Journal of Organizational Behavior, Vol. XVI, No. 4, 201756
• Enrichment Theory: Enrichment theory refers to how encounters from
instrumental sources (aptitudes, capacities, and values) or affective sources
(inclination, fulfillment) improve the nature of the other area (Morris and Madsen,
2007).
• Work Family Border Theory: Work-family border theory is devoted only to
work and family domains. The result of enthusiasm in this theory is work-family
balance, which refers to satisfaction and good functioning at work and at home,
with a minimum of role conflict (Clark, 2000).
• Boundary Theory: Boundary theory is a general cognitive theory of social
classification (Zerubavel, 1991) which concentrates on results, for example, the
implications individuals allot to home and work and the straightforwardness and
recurrence of transitioning between roles (Ashforth et al., 2000). Boundary and
border theory connected to a scope of work family themes like adaptable
calendars working with family and so on. This theory lead to further analysis of
nature of borders, their permeability, the ease with which they can manage and
move on. In the analysis of work-life balance, the analysis of borders can help
to decide how far an individual can control issues determining work-life balance.
According to Tomazevic et al. (2014) the meaning of work-life balance is to adequately
combine professional life with personal commitments and make a concordance between
these two viewpoints. It can be characterized as the nonappearance of contention among
organizational and individual life.
Kumar and Khyser Mohd (2014) emphasize that work-life balance is about individuals
having a measure of control over when, where and how they work. The authors identified
two main variables, time and stress. The manager should be able to distinguish issue,
and discover an answer with cooperation of others. Organization must incorporate
work-life balance as a HR approach. The investigation primarily concentrates on the
results of imbalanced work-life confronted in the everyday life and the role of the
organization in accomplishing work-life balance.
Felicity Asiedu-Appiah (2013) study presumed that work-life balance is critical in
improving employee performance at work and home. The authors identified that gender
difference exists in work-life balance needs since work and non-work duties are different
for men and women. Same study demonstrated that women exhibited greater necessity
for work-life balance when compared with men. An individual derives satisfaction in life
from work and family domains.
According to Lingard et al. (2012) work-life strategies present the importance of the
issues of creating positive feelings among employees, directing work-life balance and
adaptation of participants. Communication channels should function very well and the
cultural conditions of the country where the organization is located, should be taken into
57A Qualitative Study on Work-Life Balance of Software Professionals
account to realize work-life strategies and applications used in organizations (Lingard
et al. 2012). Kalliath and Brough (2008) found that “work-life balance is the individual
discernment that works and non-work exercises are perfect and advance development
as per an individual’s present life priorities”.
Jang (2009) examined the relationship between work-life balance and the well-being
of working parents. The objective of this study was to identify how working parents cope
with the demands of work and life. The study considered 27 parents with either ill or
disabled children in New Jersey. The author used both qualitative and quantitative
techniques. The outcome discussed the impact of formal and casual work environments
in improving the wellbeing of employees with kids in general and those with a sick or
handicapped child in particular.
Reddy et al. (2010) researched work-life balance among married women employees.
The study took various factors into consideration that lead to work-family conflict and
family-work conflict among married women employees. Work-family conflict and family-
work conflict surveys were conducted on 90 married working ladies aged between 20 to
50 years. The discoveries of the review underscored the need for mediation by the
management of work-family conflicts at organizational level as these affect occupational
satisfaction and employee performance.
Margo et al. (2008) carried out in-depth interviews of 18 teleworking mothers working
in a Canadian financial corporation. The questions asked were related to their work,
leisure, and their perception of work-life balance. The outcome of their study suggested
that the mothers’ viewed teleworking positively because of the flexible schedule that can
go with the rhythm of their children’s school and holiday.
Matjasko and Feldmen (2006) investigated how intrinsic work motivation, work hours,
and taking time for oneself influenced the interplay between the emotional climates of
work and home. The authors examined day-to-day emotional transmission between work
and home (spillover) for 143 families using the experience sampling method and interview
data from the Sloan Center’s 500 family study. They focused on getting work home in
expanded natural setting and help the workers in devoting time for themselves in the midst
of everyday demands between work and home. Confirmations from the review demonstrate
how bringing back work home can influence mothers’ satisfaction, tension and fathers’
nervousness. Among fathers there is an increased intrinsic work motivation and a more
prominent general tension at home. The ramifications of the review suggested women’s
efficiency and wellbeing in two working-parents families.
Objective
• To understand the theory of work-life balance;
• To gain knowledge about how workers manage balance between work and
individual commitments and roles;
The IUP Journal of Organizational Behavior, Vol. XVI, No. 4, 201758
• To comprehend the work-related issues and difficulties confronted by the
employees; and
• To comprehend the family-related issues and difficulties confronted by the
employees.
Data and Methodology
The study was conducted on software professionals working in Pune. A conceptual
framework based on a model of Pareek and Purohit (2010) connecting work and personal
life reflects the questions and provides a broad architecture for the literature review and
a thematic framework for an aspect of the data analysis. The elements of the study include
features such as a measure of work/life balance like social need, personal need, time
management, team work, compensation and benefits, and work to underpin the analysis
of work/life balance of software professionals.
A semi-structured interview schedule was developed by the author to study the work-
life adjustment of the members and how function, family and self-related issues are
interconnected in empowering them to adjust between individual and professional
responsibilities and duties. It was administrated to 30 employees working in IT companies
in HR and specialized employments. The study used qualitative techniques, which helped
the author in gaining deeper insight into participants’ experiences. The study investigates
the gender differences and contrasts the variables studied in the study. A number of past
studies have also utilized phenomenological gender and work-life balance to study the
phenomenon of work-life balance by exploring the lived experiences of women (Lewis,
2003; Millward, 2006; and Woodward, 2007).
The author developed semi-structure interview schedule and used it to understand the
inside and outside of the work-life adjustment difficulties, issues and adapting procedures
utilized by the employees. These questions helped the author in comprehending the work-
life-balance which is generally inaccessible in quantitative information and furthermore to
comprehend their coping strategies. The questionnaire (see Appendix) consists of 19
open-ended questions which are divided into six categories:
• Social Need
• Personal Need
• Time Management
• Team Work
• Compensation and Benefits
• Work
Based on the scale developed by Pareek and Purohit (2010), the author arrived at
the above six categories for measuring work-life balance.
59A Qualitative Study on Work-Life Balance of Software Professionals
• The selection technique used was purposive sampling. The sample for the
quantitative analysis consisted of 30 employees from IT companies. The sample
selected was a conscious choice comprising of dynamic women employees
with family duties. For this review, face-to-face semi-organized interviews were
conducted. Every member was given the option to withdraw from the study at
any time. Only employees working in the IT sector were selected for the study.
IT sector has been chosen because it is the technology which made it possible
to be in constant touch with employees both during the day and at night. To
a large extent in the IT sector, an employee is expected to be engaged on the
job almost at all times and it creates work-life imbalance. In the IT sector five
companies had been selected for the study.
• Employees with working spouses (full-time) were selected for the study. This
is because Women’s Liberation Development was an impetus to enable women
continuing a profession while having a family. These changes have posed new
difficulties for families such as the division of tasks at home and child care.
Now mother and father both are equally responsible and this created author's
interest in selecting employees with working spouses for the study.
• Employees with at least one child were selected for the study. The reason
behind this selection is that the individual’s participation inside the work
constraints has expanded as both parents are working. So the author decided
to identify employees who have children and are working to ascertain their
experiences of work-life balance.
Results and Discussion
Thematic Analysis was utilized in the current study: The information obtained in the
present study was dissected by arranging the items/questions in the semi-structured
interview into themes and the reactions of the members was dissected under those topics.
This area of the study talks about the subjective results obtained from the semi-structured
interview which was conducted on 30 employees working in the IT sector. The analysis
was done by using thematic analysis as qualitative approaches are extraordinarily
different, complex and nuanced (Holloway and Todres, 2003) and thematic analysis ought
to be viewed as a foundational strategy for qualitative analysis, and also identified that
‘thematizing meanings’ as one of a few shared nonspecific abilities crosswise over
qualitative analysis. For this reason, Boyatzis (1998) describes it not as a particular
strategy but rather as a device to use crosswise over various strategies. Similarly, Ryan
and Bernard (2000) find thematic coding as a procedure performed inside ‘major’
systematic conventions, (for example, grounded hypothesis), as opposed to a particular
approach in its own privilege. We contend thematic analysis should be viewed as a
strategy in its own particular right. From the answers obtained from the participants
following results have been revealed:
The IUP Journal of Organizational Behavior, Vol. XVI, No. 4, 201760
• Social Need: Social needs include love, belonging, acceptance and safety.
Satisfaction of these needs is important in order to feel supported and accepted.
Having one’s social needs met also helps prevent problems such as loneliness,
depression and anxiety. When a person develops an emotional connection with
other people, he/she can more easily cope with depressing situations and can
find strength through interacting with other people. When participants were
asked about fluffing their social needs they report that they are not able to
maintain connections with others such as friends, family and team members.
But fulfillment of this need is very important in order to avoid problems such
as anxiety, depression or loneliness as we all need to feel accepted and
supported by others.
A few of the reactions by the employees related to the social needs are:
• I find it difficult to take leave at the time of social emergencies.
• I do not find enough time to spend with my friends.
• I find it difficult to attend and enjoy the parties.
• Personal Need: The personal need of the employee is related to the need of
spending time with family, time for personal interest and so on. When
respondents were asked about the challenges they face to fulfill the personal
need, few men reported that their working wives were not happy with the time
they spent on household task. The other challenges which were reported by
employees were getting children ready for school before office, not able to spend
time with children, and inability to listen to children’s stories about their school,
friends and teachers, and travel to school. A few of them also said that meeting
teacher or going for parent-teacher meeting is also a challenging task for them
and also they do not find time for themselves which they want to utilize for
their hobbies, recreation, health, me-time and so on.
A few of the reactions by the employees related to the personal needs are:
• I am not able to give time for my personal interest as it is difficult to maintain
the balance between role of an employee and a parent.
• I do not find me-time.
• Time Management: On being approached about what they accomplish during
their ‘personal time’, the employees complain that they do not have time for
themselves by any means. They say that they need to do a great deal for their
wellness and leisure activities for which they do not find time by any stretch
of the imagination.
A few of the reactions by the employees related to time management are:
• I do not get time for my sick partner/child/parent.
61A Qualitative Study on Work-Life Balance of Software Professionals
• Organization emphasizes on time more than on task and it creates problem
in managing time.
• I cannot adjust my working schedule to attend my family priorities.
• I do not get time to invite my friends for a party at home.
• Work: When participants were asked about the work-related questions, many
employees complained about unstructured work schedule. The employees also
complained that because of heavy work load, lunch also gets delayed and also
they do not get leisure time. The respondents also stated that emphasis should
be given on task completion than on the time to stay in the organization.
A few of the reactions by the employees related to the work are:
• When my spouse and kids have vacation I cannot make plan of outing with
them as I do not know when, what important work has been scheduled.
• There is ambiguity in role and the task I am supposed to perform in the
organization.
• A few women have responded that they are not able to give sufficient time
to their kids and in-laws.
• Team Work: When respondents were asked about the questions related to
the team work, many employees said that they cannot rely on their team as
they are also heavily loaded with work that teammates are not able to help
each other and thus feel dissatisfied.
A few of the reactions by the employees related to team work are:
• I experience work pressure while doing a group task.
• A few respondents said that they can share their task with their colleagues
whenever needed and enjoy working in teams as their teammates are
cooperative.
• Compensation and Benefits: Monetary satisfaction is one of the important
factors which helps in maintaining work-life balance of individuals. It also
includes the benefits provided by the organization. Compensation for extra work
gives satisfaction. When respondents were asked about the extra benefits and
compensation, they made it clear that they do not get additional payment for
the overtime as the organization considers it as part of their duties
A few of the reactions by the employees related to the compensation and benefits
are:
• I am able to meet the basic requirement of my family.
• I enjoy the privileges offered by the organization and also able to enjoy
holiday with my family.
The IUP Journal of Organizational Behavior, Vol. XVI, No. 4, 201762
• A few participants responded that they do not get compensated for putting
in extra effort in the organization.
Conclusion
The issues talked about in the study can help in determining and outlining mediation/
preparing programs and other employee-friendly arrangements by organizations. The
study talks about the issues confronted by a greater proportion of the employees on the
whole - work, life, self, and other issues that may influence a representative’s harmony
among among organizational and individual responsibilities and individual responsibilities
and their influences on execution at work. Organizations can use the present study to
realize strategies that support and encourage the representatives to adapt to these issues.
Accomplishing a decent balance between work and family duties is a growing worry
for contemporary employees and organizations. There is currently mounting proof
connecting work-life awkwardness to diminished wellbeing and prosperity among
individuals and families. It is definitely not surprising then that there is growing enthusiasm
among organizational stakeholders for preparing work-life policies in their organizations.
Work-life balance policies are most likely to be effectively mainstreamed in organizations
which have an unmistakable comprehension of their business reason and which regard
the significance of work-life balance for all employees. Whatever the course, it is hoped
that the study can be used as a framework and offers a premise for reflection and open
deliberation on work-life balance issues in the IT industry in Pune city.
Limitations of the Study:
• The first limitation of qualitative study is that the quality of the study depends
greatly on the individual researcher. Because the researcher designs the type
of questions he/she will ask and can inadvertently influence the results due to
his/her own personal beliefs.
• The other limitation which the author faced was long and tedious process of
applying qualitative models of analysis to quantitative or numerical data. The
author carefully pondered over the data in detail while crafting the analysis.
• It is difficult to analyze the qualitative data as compared to quantitative data
as the latter does not fit neatly in a standard category.
• The presence of the author in the process of data gathering is unavoidable and
can therefore affect or influence the responses of subjects.
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Demographic Profile
Name:
Marital status:
Is your partner employed?:
Do you have children?:
If yes, number of children:
1. How many days in a week do you normally work? Are you satisfied with the working
hours of the organization?
2. Do you get enough time for your family post the working hours?
3. Do you feel that you are able to balance your work-life?
4. How often do you think or worry about work (when you are not actually at work
or traveling to work)?
5. Does the organization take initiatives to manage work-life of its employees? If yes,
can you tell some of them?
6. Who helps you to take care of your children?
7. Do you regularly meet your child/children teachers to know how your child is
progressing?
8. Do you have more pressure of work in the organization or is it evenly distributed
and how do you feel about the amount of time you spend at work?
9. Do you ever feel tired or depressed because of work? If yes how do you manage
stress arising from your work?
10. Does your organization provide you with yearly Master health checkup?
11. Does your organization encourage the involvement of your family members in work-
achievement reward functions? If yes, specify the name of such program
12. How do you rate the leave policy of the company?
13. Do you suffer from any stress-related disease?
Appendix
Questionnaire
67A Qualitative Study on Work-Life Balance of Software Professionals
Reference # 06J-2017-10-03-01
Appendix (Cont.)
14. Are you able to spend quality time with your friends, family?
15. Do you get sufficient time for your sick partner/child/parent? In other words do
you feel that you can adjust your working schedule to attend to your family
priorities?
16. How do you meet your household requirements?
17. Do you find it difficult to meet the expectations of your senior or subordinates?
18. Do you enjoy your job?
19. Do you think that if employees have good work-life balance the organization will
be more effective and successful? If yes how?
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