MBA Semester – IV

Research Project

Name NAMRATHA V

USN 202VMBR00797

Elective HUMAN RESOURCE

Date of Submission 29th October 2022

1
 A study on working capital management in ACC Ltd

(A STUDY ON WORK LIFE BALANCE WITH

SPECIAL REFERENCE TO KENNAMETAL INDIA
LTD)

Research Project submitted to Jain Online (Deemed-to-be University)

In partial fulfillment of the requirements for the award of

Master of Business Administration

Submitted by
NAMRATHA V

USN
(202VMBR00797)

Under the
guidance of

Dr. Balaji Rao

(Faculty-JAIN Online)

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 DECLARATION

I, (Namratha V), hereby declare that the Research Project Report titled “(A STUDY
ON WORK LIFE BALANCE WITH SPECIAL REFERENCE TO KENNAMETAL
INDIA LTD)” has been prepared by me under the guidance of Balaji Rao. I declare
that this Project work is towards the partial fulfillment of the University Regulations
for the award of degree of Master of Business Administration by Jain University,
Bengaluru. I have undergone a project for a period of Eight Weeks. I further declare
that this Project is based on the original study undertaken by me and has not been
submitted for the awardof any degree/diploma from any other University / Institution.

Place: Bangalore NAMRATHA V

Date: 29th Oct 2022 Name of the Student
USN:202VMBR00797

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 CERTIFICATE

This is to certify that the Research Project report submitted by Ms. Namratha V
bearing (202VMBR00797) on the title “A STUDY ON WORK LIFE BALANCE WITH
SPECIAL REFERENCE TO KENNAMETAL INDIA LTD” is a record of project work
done by him/ her during the academic year 2022-23 under my guidance and supervision
in partial fulfillment of Master of Business Administration.

Place: Bangalore
Date: 29th Oct 2022 Faculty Guide

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 ACKNOWLEDGEMENT

I am grateful to all those who helped me directly and indirectly in undertaking and
completing the project in, Kennametal India Ltd., Bengaluru. I take this opportunity to
acknowledge each and every one who contributed towards my Project.

I extend my special thanks to Jain University for supporting in completing the project
work.

I express my sincere gratitude towards – Department of HRM for support in

completing the project work.

I like to thank all of our family and friends for supporting and helping me to conduct
this project successfully.

NAMRATHA V

Name of the Student

USN:202VMBR00797

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 EXECUTIVE SUMMARY

This project report is about “Work-life Balance” which is considered as the important factors in
any industry or organization. Work life balance is a concept including proper prioritizing between
work and lifestyle. The study makes an effort to understand the practices and its effectiveness of
Work Life Balance techniques followed at Kennametal India Ltd. The major finding was that the
company should frame unique separate policies for employees regarding work life balance such
as providing them with stress relief program, travelling facilities, reduction in workload and
overtime hours, encourage them to focus on productivity rather than working hours and also
getting feedback from employees.
This study also deals with work life balance, Mckinsey‟s 7s framework pertaining to the
Kennametal which analyses the organization structure, strategy, system, skills, style, staff, shared
value of the company. It explains how the organization internal processes work together in order
to survive in the competitive market. It also encompasses SWOT analysis of the organization
briefly explaining about internal and external environmental factors affecting the big basket in
whole and decisions to be taken to go ahead of competitors. The report includes the financial
statement with ratio analysis to give a clear picture about the stability of the company.

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 TABLE OF CONTENTS

Sl no. Particular Page no.

Executive summary 6

Chapter 1 Industry profile and company profile 7- 18

 Introduction to industry and company
 Promoters
 Company vision and mission
 Quality policy
 Products and services
 Areas of operations
 Major players in the industry

Chapter 2 1. Mc Kinsey’s 7s Frame work 19-31
 Structure
 Strategy
 System
 Skills
 Staff
 Style
 Shared Values
2. SWOT Analysis
3. Financial statements
Chapter 3 Introduction about the project work 32-38
 Topic chosen for study
 Need for study
 Literature review
 Objectives of the study
 Scope of study
 Methodology adopted
 Limitations of the study
Chapter 4 Analysis and interpretation of the data 39-58

Chapter 5  Findings 59-64

 Conclusion
 References
 Annexure

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 CHAPTER 1
INDUSTRY PROFILE

1.1 INTRODUCTION ABOUT THE INDUSTRY

Industrial production first started at the beginning of the 19th century. It generally replaced the manufacture of the
goods by hand by craftsmen. The „Industrial Revolution‟ which found its origin in the new production methods
was made possible through, among other factors, the inventions of the steam engine and the electric motor.
On June 26, 2009, Jeff Immelt, the CEO of general electric called United States to increase its manufacturing
base employment to 20% of the workforce. The present GDP of manufacturing industry is 16.57%.
The manufacturing sector is closely connected with engineering design. Examples of major manufacturers in
North America includes general motors corporation, general electric, Procter and gamble, general dynamics,
Boeing, Pfizer and precision cast parts. (29 June, manufacturing economy
watch).

MANUFACTURING PROCESS
The fundamental goal of manufacturing process is to produce a product that has a useful form. Manufacturing
process is one of the important steps in production process. It is mainly concerning with the change of form of
material or dimensions of the part being produced. Transportation, processing or storing of components does not
fall under production process of parts, because these steps are not involved with the change of form of material or
dimensions of the part being produced. The geometry of the finished products must have certain tolerances, that it
must meet to be acceptable and being useful.
1.2 DIFFERENT TYPES OF FUNCTIONS MANUFACTURING PROCESS
INVOLVED IN
 To modify the physical properties of the crude material.
 To change the shape and size of the work piece.
 To manufacture required dimensional exactness (resistances) and surface completion.

1.3 MANUFACTURING PROCESS MANAGEMENT

Manufacturing process management (MPM) is a collection of technologies and methods used to define how
products are to be manufactured. MPM differs from ERP/MRP which is used to plan the ordering of materials

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and other resources, set manufacturing schedules, compile cost data.
A cornerstone of MPM is the central repository for the integration of all these tools and activities aids in the
exploration of alternative production line scenarios: making assembly lines more efficient with the aim of
reduced lead time to product launch, shorter product times and reduced work in progress (WIP) inventories as
well as allowing rapid response to product or product changes.

TYPES OF MANUFACTURING PROCESS

1. Machining
2. Joining
3. Forming
4. Casting

1. MACHINING:
Apparatuses utilized for machining are stationary powder-driven units used to frame or shape materials, explicitly
metals. The shaping is finished by expelling additional materials from a work-piece. Machine apparatuses make
up the establishment of cutting-edge industry and are used either by implication or specifically in the assembling
of hardware parts.

2. JOINING:
Each joining has structure needs, while certain joint needs may propose a joining approach. Plan for get together,
and clasp choice apply their very own details.

3. FORMING:
Metal shaping is the methodology of making the metallic segments by twisting the metal however not by
evacuating, cutting, destroying or breaking any part. Twisting, turning, drawing and extending are a couple of
essential metals framing process in assembling. The metal press, for example, kick the bucket and punching
instruments are actualized for this assembling procedure.

4. CASTING:
Throwing is an assembling procedure in which a strong is broken down into a fluid, warmed to fitting
temperature and is then added to form or pit. In this way, in only one stage, intricate or basic shapes can be made
from any sort of metal that can be softened. The item can have for all intents and purposes any game plan the
creator needs.

Types of Manufacturing Industries:

Assembling assumes a great job in present day society, as everything from sewing materials to oil extraction to
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steel creation falls inside this division of business. The idea of assembling settles upon changing crude materials
– either natural or inorganic – into items that are usable by society. The Bureau of Labor Statistics orders
producing into many subsections.
• Clothing and Textiles
Organizations that produce crude fleece, cotton and flax to make material are arranged under the dress and
materials area. This likewise applies to utilizing fleece and material to make garments, outerwear, upholstery
textures and bedding. The yield of needle workers and tailors has a place with the attire and material segment.
Synthetics, for example, polyester fall under substance producing. The material, not the item, is at the focal point
of characterizing this area

• Petroleum, Chemicals and Plastics

The path towards turning synthetic concoctions, coal and crude petroleum into usable items, alongside the
creation of cleansers, saps, paints and pesticides and medications have a place with this part of assembling. This
area of industry additionally incorporates the operation of raw petroleum to make certain plastics, just as fuel and
different synthetic compounds.
• Electronics, Computers and Transportation
Even though these fields are firmly related, they are typically treated as various segments of assembling. Most of
the items in this assembling segment utilize electric power, and all require a power source. Inside this part, you'll
discover all machines and microchips, semi-conductors, chips and all broad media hardware. The transportation
division is self-characterizing, as it contains all autos, prepares and planes that don't fall under different areas, for
example, metalwork or concoction fabricating.
• Metal Manufacturing
Alongside oil and compound assembling, metals have a place with substantial industry, while the rest of the parts
are commonly considered as light industry or customer situated industry. The creation of metals incorporates all
types of iron, aluminum and steel producing, just as manufacturing, etching, covering and stepping.

Working of Manufacturing Industry

Assembling enterprises are the central riches creating areas of an economy. These enterprises utilize
different innovation and strategy generally known as assembling process the board. Assembling businesses
are extensively sorted into designing enterprises, development ventures, hardware enterprises, compound
businesses, vitality enterprises, material enterprises, nourishment and refreshment ventures, metalworking
enterprises, plastic ventures, transport and media transmission businesses.

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 COMPANY PROFILE

Kennametal was established in 1938. Clients crosswise over aviation, earthworks, vitality, general
designing and transportation trust Kennametal's developments in materials science, tooling and wear-
safe arrangements. Kennametal workers roughly 11,000 individuals in the globe serving clients more
than 60 nations. In financial year 2018, Kennametal detailed offers of about 2.4 billion dollars.
Specialists in three business fragments modern, foundation and WIDIA work straightforwardly on the
client shop floor, at the mine face or on the building site to take care of issues and increment efficiency.

The organization's abroad assembling began in 1957 with a joint endeavor in Italy. Somewhere in the range of
1972 and 1981, outside deals developed from 17 to 34 percent of the aggregate. In 1993, Kennametal obtained
Hertel AG, a tooling framework maker headquartered in Furth, Germany, with tasks all through Europe and
around the world. This empowered the company to contend even more adequately in Western Europe, increase
better access to developing markets in Eastern Europe, and offer extra product offerings in Asia Pacific. The Asia
Pacific exertion was additionally extended to incorporate endeavors for mining apparatuses in China and a
metalworking device maker plant in Shanghai, in 2002, Kennametal procured Widia, a main producer and
advertiser of metalworking instruments in Europe and India. Different acquisitions that extend Kennametal's
abilities to more likely serve its clients around the world. A main supplier of built segments that convey premium
wear arrangements, and Extrude Hone Corporation, a provider of market driving designed segment process
innovation. The organization's all out income is $2,367.85.

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 Annual sales revenue Approximately $2.1billion

Number of employees Nearly 11000 employees in 60 countries

World head quarters Latrobe, Pennsylvania, USA

NYSE KMT

Financial year July to June

Kennametal named as one among the world‟s most ethical organizations, a badge of outstanding honor which
speaks about the dedicated, skilled group they have. Their workers consistently demonstrate the values and
beliefs that set Kennametal apart as a leader in industry, enabling us to give our best to our clients, investors,
communities and everybody we serve. Kennametal industry is one of the world‟s premier tooling solutions
companies. Headquartered in Latrobe, Pennsylvania, USA, Kennametal is represented in more than 60 countries.
The company‟s annual sales are over $2.4 billion. With 11,000 employees worldwide, Kennametal is well on its
way to double its sales turnover to $6 billion bye this year.
Kennametal India Limited is a part of Kennametal and a publicly listed company in India. The company‟s annual

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 sales are INR plus cores and employee strength is around 1400. KIL is headquartered in Bangalore and have sales
offices in Bangalore, Chennai, Pune and Gurgaon. The Bangalore facility houses the plant, corporate office and
the support functions. Strategically we have aligned our business into – Industrial and Infrastructure. Our
products and services touch nearly every manufacturing process right from the light switch they turn on to the car
they drive. In addition to this, KIL has Machine Solutions Group (MSG) as one of its vertical. MSG is into
providing machining solutions, building customized machines and tooling. Kennametal India has another entity,
namely Kennametal shared services PVT LTD (KSSPL), Bangalore. KSSPL provides Technology and IT support
to Kennametal across the globe.

Product range of the company includes:

Kennametal has engineered innovative metal–cutting products and techniques for nearly 70 years using complex
metallurgy and materials science in tungsten carbide, ceramics, high–speed steels and other materials. It also
includes:
 Metalworking– Metalworking has been expertise for 70years. Kennametal is constantly inventing, designing,
testing, and manufacturing the world's best instruments. They work with mining organization worldwide to build
strong new structure, to increase the productivity of mining and wear product.

 Advanced Materials– Kennametal specializes in solving unique wear issues by engineering and manufacturing
customized protective systems made of the world's hardest materials.

 Wear Components– Kennametal is focused on delivering value to the cilents for many different applications that
offer long life, maintain tolerance through multiple–use cycles, and deliver superior overall performance.

 Saw Mill– Kennametal knows how critical uptime and performance are in the sawmill industry. That is the
reason they produce wide range of Carbide and APF Super alloy cutting tips for the sawmill industry around the
worldwide.

1.4 RESEARCH & DEVELOPMENT (R &D)

The Research, Development and Engineering (RD& E), works1on new Products and Process
Developments with specific focus on materials, coatings and design. RD&E, Bangalore is a globally
aligned matrix set–up and works for the Company's needs with a continued specific focus von up–
gradation of products, processes and technology, which is also recognized by the Ministry of Science
&Technology –Department of Scientific and Industrial Research –Government of India.

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 1.5 CORPORATE SOCIAL RESPONSIBILITY (CSR)

As required under Section l34(3)(o) of the Companies Act, 2013, details about the policy developed and
implemented by the Company on Corporate Social Responsibility initiatives during the year ended June
30, 2015 are given in "Annexure VIII" to this report

At Kennametal, they take seriously our global commitment to sustainability.

We're committed to programs that ensure:

 The wellbeing and security of our workers.

 A diverse, engaged, and ethical workforce.

 Development and improvement of the networks where our employees live and work.

 Protection of the environment for future generations they believe to be truly successful in business we not only
must meet, but should strive to exceed, our environmental and social responsibilities.
From programs such as Protecting Our Planet, to environmentally-friendly product packaging, to Eco-tooling,
they demonstrate our continuing commitment to living our values at work and in our communities.

1.6 VISSION AND MISSION

VISSION:
To be recognized as a premier, customer driven enterprise that delivers their promise of exceptional value, growth
and productivity solutions to their customers, consistent returns for shareholders and rewarding careers to
employees.

MISSION:

Kennametal delivers productivity to customers seeking peak performance in demanding environment by

providing innovative custom and standard wear resistant solutions. This productivity is enabled through
their advanced materials sciences application knowledge, and commitment to a sustainable
environment.
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 1.7 QUALITY POLICY OF KENNAMETAL
 We will ensure the QUALITY of work and products meet customer requirements.
 We will company with the requirements of QUALITY MANAGEMENTSYSTEM and continually
improve the effectiveness of it.
 We will establish and review QUALITY OBJECTIVES.

 We will strive for CONTINUAL IMPROVEMENT, in quality of our processes, products and
services.
 We will aim to continue as a market leader by SATISFING CUSTOMER.

1.8 PRODUCT PROFILE

PU 1: - Powder preparation: In this production unit, tungsten trioxide powder imported from China and
Thailand is carburized to obtain tungsten carbide. This is then mixed with cobalt and other pre- alloys
and sintered to make it hard. This is called Ready Mix Powder (RMP) and is the raw material to be
used in other PU‟s.

PU 2: - Pressing, Shaping and Sintering (INFRASTRUCTURE): In this PU tungsten carbide is pressed

to the required shape and then sintered with cobalt as binder. Inputs for this PU are RMP from PU 1,
worksheet and drawings. Output is finished product part of which is dispatched to customers and part is
supplied to PUS to PU7.

PU 3: - Metal forming tools (INFRASTRUCTURE): This PU does metal forming tools, copper tungsten
and lamination dies, and products are supplied to Defense units and blade manufacturing companies and
electrical industries.

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 PU 4: - Round Tools: This plant does products like Gun drills, Gun reamers and other multi points. Both
solid carbide and brazed tools are done here. CNC machines are conventional machines are used for the
operations.

PU 5: - Inserts or cutting tools and coating: This PU does press of the carbide powder; final sintering
inserts on thickness and periphery by Diamond Grinding Wheels. Later, the components are inspected,
Laser etched and packed for dispatch to the customers.

PU 6: - Carrier bodies: This PU is concerned with the manufacture of carrier bodies, circular saws and
brazed tools.

PU 7: - Press tools: The press tools are manufactured and supplied to PU 5 and PU 2. The special and
conventional machines are used for manufactured process.

PU 8: - Special Purpose Machines (INFRASTRUCTURE): These machines are used in house

applications. These machines are exported to China. It is expected to make its debut on European
market soon.

PU 9: - Machining Solutions Group (MSG): The WIDA range of Special Purpose Machines, VTL‟s,
Fixtures, Eco grind machines and Ezee-grind machines offers you solutions covering all machining
operations: turning, milling, drilling including special operations like fine boring, deep
hole drilling, facing and centering etc.

1.9AREA OF OPERATIONS
In India, production which is carried out only in Bangalore. Sales offices are located throughout the
country in various major cities. They are:
Bangalore
 Baroda
 Bhopal
 Chandigarh
 Chennai
 Coimbatore
 Delhi

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 Gurgaon
 Hyderabad
 Jamshedpur
 Kanpur
 Kolkata
 Mumbai
 Nagpur
 Pune

It exports carbide tools and 5PM‟s to countries like: -

 China
 Thailand
 Germany
 Malaysia
 Australia
 South Africa
 Singapore
 United Kingdom
 Japan
 Sri Lanka
 Korea

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 1.10MAJOR COMPETITORS FOR KENNAMETAL PRODUCTS
 Sandvik.
 Mitsubishi.
 Hitachi.
 Kyocera.
 Sumitomo.
 Taegu Tec India Private ltd.
 Carbide India.
 Zcc.ct.

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 CHAPTER-2

2.1 Mc Kinsey’s 7s Model

The Mc Kinsey 7s frame work is a management model developed by business consultants Robert H
Waterman, Jr. and Tom peters in the 1980s.This model is based on theory that, for an organization to
perform well. The 7s are structure, Strategy, System, Skill, Style, Staff and Shared Values

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STRUCTURE
HIERARCHY AT KENNAMETAL INDIA LTD.

Managing
Director

Executive Assistant

KMT Industrial Infrastructure Widia Tooling

Manufacturing
Business Business Business

 Managing Director.
 Executive Assistant.
 KMT Industrial Business.
 Infrastructure Business.
 Widia Tooling Business.
 Manufacturing.

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ORGANIZATION CHART – MANUFACTURING.

Vice president HR

Executive

VP Manufacturing

Senior manager plant

Manager EHS engineering MR

Senior Manager QA Senior Manager PED

and Lean

Senior Manager HRD Senior Manager

Reliability Engineering

Head-PU5-Inserts
Head-PU1-Power
(Senior Manager)
preparation

Head-PU6-Carrier
bodies (Manager) Head-PU4-Round tools
(Senior Manager)

Head-PU9-MTB (Senior
Head-EPG (Senior
Manager)
Manager)

PU3-Dies and
PU2-Sintered products wear parts

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 EPG – Engineered Products Groups
QA – Quality Assurance
PED – Production Engineering Department
MTB – Machine Tools Business

The company has four different major departments namely,

1. Production department
2. Investment department
3. Marketing department
4. Human resource department

STAFF
Kennametal has almost 11,000 employees working globally across various functions of R&D, Production, Sales
& Marketing, Supply Chain, Finance, Human Resources, etc. The employees are given with benefits and various
program that would cater the employee wellness. The benefits provided for the employees are as follows:

 Life insurance
 Accidental death & dismemberment
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 Short and long-term disability (replacement of income)
 Critical illness
 Dental - basic, major and orthodontic
 EAP (employee assistance programs), which help employees through crises (mental, marital, workplace,
financial, etc.)

SYSTEM
Today‟s manufacturing companies are the combination of complex system and processes. A product that
conforms to Good Manufacturing Practice (GMP) guidelines pose no risk to the consumer and considered to be
of high quality. To strive for such high-quality product, companies are required to build a rigorous quality control
framework, integrated risk management to ensure compliance with GMP standards. Total Quality Management
system helps to perform various activities like,

Advantages of Total Quality Management

 Better control
 Improved product assessment
 Improved internal communications
 Improved performance and lesser rework
 Supplier management

STRATEGIES
 With the Customers: Develop and retain clients and convey enhanced productivity solution. Become
the recognized leaders in customer loyalty1 and increase our penetration into core markets and existing
customers.
 Ensure Mission Readiness: Acquire, prepare and manage ability for the difficulties ahead. Build up an
adoptable, successful and ever prepare group that can convey the best solutions quickly and more
accurately and exceed consumer expectations.
 Advance with Technology: Deliver market-leading advances, developments and customer delivery
systems that will improve our worldwide intensity. Achieve product line renewal at an unparalleled
pace. Make today‟s technological upgrades tomorrow‟s tools for maintaining our advantage.
 Commit to Excellence: Frequently supply quality items and service solutions, on-time, and at record
industry lead times. Maximize Lean processing to achieve top-tier performance and company-wide
financial excellence.

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 Grow for Profit: Build and maintain a balanced portfolio of products. Accomplish emerging market
growth with the focus on profitability and shareholder return.

SKILLS
Kennametal is looking for talented candidates willing to build a better future with the organizations.

 Creative Minds: Individuals are willing to step outside the box, constantly looking for new ideas
or ways to find best possible solutions.
 Challenge: People with a mindset of welcoming challenges are also finishing the given task with
responsibility and accountability.
 Communication: Individuals that possesses a team-first mindset, and are able to communicate
effectively with team members and customers to find creative solutions.
 Global Perspectives: Individuals with the ability to adapt from different settings as a
representative of a global corporation.

STYLE

The company follows participative leadership style, but the top management takes the major decisions
related to the organization. Employees are provided with the opportunities to give their valuable
suggestions and feedback that would benefit the organization in achieving organization goal.

SHARED VALUES
Shared Values are the core values of the organization, as shown in its corporate culture and
general work ethic. Corporate culture is formed gradually through the companies development.

The Kennametal Code of Business Ethics & Conduct is a major component of the Kennametal
Value Business System (KVBS). The Code addresses the importance of fair dealing and
compliance in all aspects of your Company's business and focuses on the concept of doing the
right thing every day. Your Company insists on its employees to embrace the et4Code of
Business Ethics & Conduct to ensure maintenance of a strong ethical culture. At Kennametal, they
take seriously our global commitment to sustainability are committed to programs that ensure the
health and safety of our employees and a diverse, engaged, and ethical workforce.

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 2.2 SWOT ANALYSIS OF KENNAMETAL

STRENGTHS
 Increasing the availability of products as per the needs of the customers.
 Proficient workforce through effective training and learning programs.
 Strong distribution network that can reach majority of its potential market.
 Continuous product up-gradation.

WEAKNESS
 Need more investment in new technologies.
 Financial planning is not done properly and efficiently. The current asset ratio and liquid asset ratio
suggests that the company can use the cash more efficiently than what it is doing at present.
 Not very good at product demand forecasting leading to higher rate of missed opportunities compare to
its competitors.
 Products are not on spot delivery.

OPPORTUNITIES: -
 Good demand from key sectors like auto ancillary steel, defense etc.
 Decreasing cost of transportation because of lower shipping price can also bring down the cost of
Kennametal‟s products thus providing an opportunity to the company to boost its profits.
 New products are demanded.
 Products are reaching medical industries also.

THREATS: -
 There is a no regular supply of innovation products.
 New technologies developed by the competitors could be a big threat.
 The lack of skilled employees in certain markets represents a threat to steady growth of profits for
Kennametal in those markets.
 Imitation of the counterfeit is also a threat to Kennametal‟s product especially in the emerging markets.

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2.3 STATEMENT OF PROFIT AND LOSS FOR THE YEAR ENDED JUNE 30, 2018
(All amounts in lakhs)
PARTICULARS Year ended Year ended
June30, 2018 June30, 2017
INCOME
Revenue from operations 79312 69597
Other income 836 586
Total Income 80148 70183

EXPENSES
Cost of materials consumed 23840 17479
Purchase of stock-in-trade 20726 16936
Changes in inventories offinished goods, stock- (2721) (43)
in-trade and work-in-progress
Excise duty - 4412
Employee benefits expense 12266 12236
Depreciation and amortization expenses 2811 2826
Other expenses 15156 12751
Total Expenses 72078 66597
Profit before exceptional items and tax 8070 3586
Exceptional items (770) (550)
Profit before tax 7300 3036
Tax expense/ (credit)
Current tax 2044 795
Tax adjustments relating to earlier years (460) -
Deferred tax 490 (196)
Total tax expense 2074 599
Profit after tax for the year 5226 2437
Other comprehensive income
Items that will not be reclassified to profit or
(loss)
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 Re-measurements of net defined benefit (315) 2
plans
Income tax relating to above items 109 (1)
Total1other comprehensive income for the (206) 1
year (net of tax)
Total comprehensive income for the year 5020 2438
Earnings per equity share in rupees [Nominal
value per share rs10 (June 30, 2017: rs10)]
Basic 23.78 11.09
Diluted 23.78 11.09

BALANCE1SHEET AS AT JUNE 30, 2018

(All amounts in lakhs)
As at As at
June30, 2018 June30, 2017
ASSETS
NON-CURRENT ASSETS
Property, plant and equipment 15392 14637
Capital work-in-progress 2105 278
Investment properties 1 1
Intangible assets 14 -
Financial assets
1) Investments 50 50
2) Loans 181 139
3) Other financial assets 4 4
Deferred tax assets (net) 686 1068
Income tax assets (net) 2508 3826
Other non-current assets 1371 336
Total non-current assets 22312 20339
CURRENT ASETS
Inventories 15587 10726
Financial assets
Investments - 5001

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 Trade receivables 12635 11016
Cash and cash equivalents 9448 4204
Bank balance other than cash1and cash 27 140
Equivalents
Loans 26 31
Other financial assets 102 115

Other current assets 1997 2171

Asset classified as held for sale - -
Total current assets 39822 33404
TOTAL ASSETS 62134 53743
`
EQUITY AND LIABLILITIES
EQUITY
Equity share capital 2198 2198
Other equity 41678 37193
Total equity 43876 39391
LIABILITIES
NON-CURRENT LIABILITIES
Financial liabilities 10 10
Provisions 518 473
Total non-current liabilities 528 483
CURRENT LIABILITIES
Financial liabilities
1) Trade payable s 10590 8343
2) Other financial liabilities 2692 2195
Provisions 1605 1487
Other current liabilities 2843 1844
Total current liabilities 17730 13869
TOTAL EQUITYAND LIABILITIES 62134 53743

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RATIOS CALCULATIONS:
CURRENT RATIO:
Current ratio = Current assets
Current liabilities
YEAR CURRENT CURRENT CURRENT
ASSETS LIABILITIES RATIO
2017 33404000 13869000 2.40

2018 39822000 17730000 2.24

INTREPRATION: The table indicates that the current ratio from 2017 to 2018. The Kennametal‟s
financial is kept decreasing over the period i.e., 2.40 to 2.24 respectively.

QUICK RATIO:
Quick ratio = Current assets – stock
Current liabilities

YEAR CURRENT CURRENT QUICK RATIO

ASSETS– STOCK LIABILITIES

2017 16468000 13869000 1.18

2018 19096000 17730000 1.07

INTREPRETATION: Compare to 2018 quick ratio, 2017 has highest quick ratio i.e., in 2018 it has 1.07
and in 2017 it has 1.18

29
DEBT TO EQUITY RATIO:
Debt equity ratio = Total liabilities
Total shareholder‟s equity
YEAR TOTAL LIABILITIES TOTAL DEBT EQUITY RATIO
SHAREHOLDER‟S
EQUITY
2017 53743000 39391000 1.36

2018 62134000 43876000 1.41

INTREPRETATION: The debt equity ratio of 2018 i.e., 1.41 is highest compared to ratio of 2017 i.e.,
1.36. A higher ratio indicates the company is getting more of their financing from borrowing which may
pose a risk to the company if debt levels are too high.

WORKING CAPITAL RATIO:

Working capital = Current Assets – Current liabilities
YEAR CURRENT CURRENT WORKING
ASSETS LIABILITIES CAPITAL
2017 33404000 13869000 19535000

2018 39822000 17730000 22092000

INTREPRETATION: As per the above data it is observed that working capital is rising compared to
previous year. It is in the position to meet its payment obligations.
WORKING CAPITAL TURNOVER RATIO:
Working capital turnover ratio = Net sales
Working capital

YEAR NET SALES WORKING WCT RATIO

CAPITAL
2017 2438000 19535000 0.12

30
 2018 5020000 22092000 0.22

INTREPRETATION: The working capital turnover ratio has been increased by 0.1% when compared
with that of previous year

CHAPTER 3
RESEARCH METHODOLOGY

INTRODUCTION

Work life balance is a method which is helpful for the employees of the organization for balancing their personal
& professional lives. This encourages an employee in dividing their time on the basis of priority and balancing by
devoting their time for fami1y, health vacation etc. Along with making career and business purpose travels etc. It
is most important concept in world business it helps for motivating an employee & increasing their loyalty
towards company. Human Resource is infinitively significant for the society and for the organization. The Work
Life Balance is a delicate equilibrium which is critical due to its level of significance. It is established that there
are number of factor that affect the sensitive equilibrium between work and life. The objective is to study the
variables to suggest better ways and means to manage WLB is attempted by the researchers in Kennametal India
Limited. The study revels number of factors that are significant and influential. This gives suggestions for the
employee as well as employers toward attaining an ideal Work Life Balance.
The dynamic changes in work environment had greatly affected in quality of work life of the employees in
Kennametal. The quality of work life is a wide term covering an immense variety of programme, Techniques,
theories and the management style through which organization and jobs are designed so as grant employees more
autonomy, responsibility and authority than is usually done. A good level of working life is important for the
organization to continue, to attract and retain employees.
The study on work life balance in Kennametal deals with the correlation between work life and personal
life. The working environment for Service Sector differs from that of working environment in
Manufacturing Sectors. This is primarily due to the nature of the industry that eventually influences
over work and life. The Kennametal has brought confined working hours and compulsive conditions for
the master who hired labour force mostly for manufacturing.
The subject study has been chosen to study the work life balance of workers in the Kennametal India Ltd.,
Bangalore. It is based on the time, involvement and satisfaction balance with respect to the work and family.

TOPIC OF THE STUDY

31
 “A Study on Work Life Balance with Special Reference to Kennametal India
Ltd”

NEED OF THE STUDY

Good work1ife balance for employees between time spent working & personal 1ife, it also improves staff
motivation, reduce absences, attract new talents and reduce employees stress at work and it helps in more
productive work force.

The study on work life balance in Kennametal deals with the correlation between work life and personal life
.The working environment for Service Sector differs from that of working environment in
Manufacturing Sectors. This is primarily due to the nature of the industry that eventually influences
over work and life. The Kennametal has brought confined working hours and compulsive conditions for
the master who hired labour force mostly for manufacturing.
The subject study has been chosen to study the work life balance of workers in the Kennametal India Ltd.,
Bangalore. It is based on the time, involvement and satisfaction balance with respect to the work and
family.

LITERATURE REVIEW

1) Sakshi sharma (2017)

The study was conducted among medical professionals employed in various government hospitals of Himachal
Pradesh to facilitate work life balance among medical professionals. Organizations may use family friendly
polices to improve work-life balance of employees. Various work family supportive programs such as flexi-time,
compressed workweek and job sharing can be administered by the organizations. Such program would facilitate
greater support to individuals who strive to balance work and other family responsibilities and consequently
reduce work-family conflict. By improving the working conditions and employing these policies organizations
can not only reduce the work-family conflict but may also improve the overall job satisfaction, motivation,
productivity, retention and absenteeism among employees. It is also important that the employees should feel
positive and be encouraged to use the facilities. Therefore, organizations need to create a work culture that
actively promotes the usage of these policies.

2) Mayesha Tasnim (2017)

In their study, they revealed that the work life balances issue has become a significant problem for the working
women of Bangladesh. The respondent complained that they are facing obesity problems because they sit for
32
 more than 8 hours in a day on regular basis at one place and do not move around and also they are facing frequent
headache due to excessive workload and long working hours. The work stress that women experience is
hampering their personal life as well. According to this study women have suggested that management should
include policies such has work from home, flexible working hours and providing daycare facility. As per the
survey daycare facility will encourage more women to join in the organization which will maintain the gender
balance overall.

3) Muthulakshmi (2018)

The study was conducted among the1teaching professionals of arts and science colleges in Tuticorin District. This
study is an attempt to explore the tough challenges faced by the respondents in maintaining a balance between
their personal and professional life. The employers expect more from staff, and the employees are increasingly
putting additional pressure on them to achieve greater results. The teaching staff members „expectations of
balance in this area are high. It should therefore be pointed out to management that more attention could be
devoted to this area. Apart from this, flexible working time is also an area which requires particular attention
from management. The incorporation of Work-Life Balance strategies into annual planning of educational
institutions can, have positive impact on employee„s well-being Therefore it is equally important for teaching
staff members to express their expectations and needs, since otherwise they cannot expect management or the
institutions to resolve matters for them on their own initiative.
4) Preeti Narendra(2018)

Work life balance has become a difficult problem in IT sector. It has gained lots of attention from employees and
employers. A study on work life balance in IT sector has been taken into consideration, to balance the corporate
and private interests. It was done to find out the causes of disproportionate work life balance and policies adopted
by IT industry to maintain harmony. In order to reduce the excessive work pressure which leads to stress. People
with responsibility for the care of children, the sick or the elderly may not be able to work certain shifts,
weekends or during school holidays. While most people would agree that these issues should be addressed, they
may not know where they can be resolved. So this research is the need of the hour and it will be more helpful for
the organizational excellence in Information Technology Industries.

5) Deepak Singh(2019)

According to Deepak Singh work life balance has a deep impact on individuals / employee job satisfaction in
industries. The higher the level of balance in the work life of an individual employee the higher will be his
33
 commitment to his work and more will be the satisfaction in his job. Work life balance is partly employer‟s and
partly individual responsibility. Organizations work to maximize their profit and in turn emphasize in the process
of production. In order to maximize the profit in the long run, organizations need to focus on the effective
management system of the overall organization. This can be achieved by an individual when have a fulfilled life
inside and outside and his work and is accepted and respected for the mutual benefit of the individual and the
organization.

6) Umana etebong attah(2019)

This study explains about the work life balance and employee satisfaction among male employee. As we know
that work life balance influences the people both in positive and negative aspects. It also reveals that work
overloaded, role conflict and family related stress has significant relationship with job satisfaction. Due to this
source of work life balance employee engagement to work decreases and ultimately it affects job satisfaction of
employee. It has a direct effect on employee health, their performance and job satisfaction, also. Employees
should take measures which are under their control that allow them to correctly perform their responsibility and
duties assertively. Work life balance arises from stressors at the work place. These are the demanding and
unreasonable situation associated with the organization itself.
7) Sumathi(2017)

The aim of this study was to analyze the quality work life among the workers of private limited company in
Coimbatore region. This is the appropriate time to study the area to identify the importance of factors, related to
work environment which satisfies higher order and important needs of the employees to design the quality of
work life program. An assured good quality of work life not only attracts young and new talent but also retain the
existing experienced talented employees. The quality of work life can affect such things as employees timings his
or her work output, his or her available leaves etc. quality of work life helps the employees to feel secure and
cared for the organization which they work.
8) S. Sathya Dev. (2017)

The paper entitled that work life balance of workers and its impact on work related factors in nationalized bank,
Tamil Nadu. The point of study is to know the degree of work life balance between public sector bank employees
and explore how it is affecting the work related activities of the bank employees. Though the Nationalized banks
has adopted a very few work-life balance practices recently such as bank holidays on first and third Saturdays,
they are expected to work for long hours during the account closing periods and certain special policy
implementation of Government. This leads to increased work load to them and leave them to spend less time to
fulfill their family responsibilities effectively which in turn affect their efficiency in their work. The findings
revealed that WLB is so significant that the employee should develop and arrange strategy to reduce the
imbalance of between employee work and personal lives

34
9) Vijaya mani (2015)

In her study reveals that role of conflicts, lack of recognitions, organizational politics, gender discrimination,
elderly children care issues, quality of health, problems in time management and then deficiency of the proper
social support are the major factors influencing for the work life balance of women professionals in India.

10) Leena Jenefa (2018)

Work-life balance is a common problem for all individual. The proportion of women in workforce is higher
increase and it is a major challenge for them to balance the competing demands of work and personal family life.
Women are reporting that their lives are becoming a problematic which includes burden at workplace, official
gathering, work trips and also managing their daily activities. The research is done by considering different
sectors like education institution, hotels, banking, and hospitals.
With the help of globalization, every organization have more competitive advantage in market to retain the
customers. Employment is a basic necessity for every individual. The complex life of women employees faced lot
of challenges in their family and personal life.

OBEJECTIVE OF STUDY

 To study the work life balance of employees working in Kennametal.

 To study the factors affecting the work life balance of employees working in the organized
manufacturing sector.
 This study attempts to bring out the possible solutions for the problems faced by employees with respect
to work-life balance
 To study the importance of work life balance of employees working in the organized manufacturing
sector.

SCOPE OF STUDY
This study attempts to bring out the possible solutions for the problems faced by employees with respect to work-
life balance. And also to provides guidance in adopting selective strategy for improving work-life balance of
employees. Which can be helpful towards the workers in an organization and also this study covers the various
aspects of an employee work life balance and increases accountability and commitments for better team work.

RESEARCH METHODOLOGY
Research methodology is the way to systematically solves research problems. It is a plan of an action for a
research project that explains detail how data collected and analyzed.

35
 RESEARCH DESIGN
Research design is plan of specific objectives of study method to be adopted in data collection, tools in part of
analysis.

This study is a „descriptive type‟ of study use to find out the work life balance at the Kennametal.

SAMPLING:
It is a process by which comparatively smaller number of an individual or measures of individual‟s objectives and
events is selected & analyze in order to find out something about complete population from which it is selected.

SAMPLING AREA

The survey have been conducted Kennametal India Limited, Bangalore.

SAMPLING SIZE

The total sample size is 100 employees only.

SAMPLING TECHNIQUE

The Sampling technique used in the study is convenience Sampling.

METHOD OF DATA COLLECTION

Primary Data:
The primary data is collected through the survey method by preparing a questionnaire and meeting the
respondents personally and interviewing them and gathering the information. The questionnaire is main source of
primary data.
Secondary Data:
The secondary data was collected by company official website, magazines, articles, annual reports, financial
statement of Kennametal India Ltd and text books.

LIMITATION OF STUDY:

 Getting opinion for all the questions is a difficult task.

 The first and foremost constrains are the time factor due to which detailed in depth study was not
possible.
 There is a biased free responses from respondent is a genuine task.

36
 CHAPTER 4

DATA ANALYSIS & INTERPRETATION

Questionnaires will be prepared in order to study the organization behavior including employees. This
study requires both primary and secondary data. In addition, chart and graphs will be created according to
the result and findings will be given to complete the project.

1) NAME

2) GENDER

Table 4.1: Table showing the Gender of employees

Gender Employees Response (no‟s) %
Male 86 86
Female 14 14
100 100%

GRAPH 4.1

ANALYSIS1
The above table shows the gender wise classification of the employees, which includes 86% of male
employees and 14% of female employees.

INTERPRETATION
The above pie chart displays that majority of employees are male, since the industry is preferred choice of
many males and its nature of work is best suitable to the male when compared to female.

Table 4.2: Table that showing the age group of Respondents

37
 Age Employees Respondent (No‟s) %
<25 years 23 23
26-30 years 30 30
31-35 years 40 40
>40 years 40 40
100 100%

GRAPH 4.2

ANALYSIS
The table shows the age of the employees, wherein the majority of the respondents are of 31-35 years and
also more than 40 years is about 40%. 30% of respondents lie between 26-30 years and rest 23% of the
respondents are below 25 years age group.

INTERPRETATION
The above pie chart indicates that most employees belong to the age group of 31-35 years and more than
40 years.

Table 4.3: The table that is showing the Martial status of employees
Marital status Employees Response (no‟s) %
Married 70 70
Unmarried 30 30
100 100%

GRAPH 4.3
38
ANALYSIS
The above table shows the marital status of the employees, which includes 81% of married employees and
19% of unmarried employees.
INTERPRETATION
From the1above survey it is1revealed that majority of the employees (81%) are married.
Table 4.4: The table that is showing the work category of employees
Work category Employees Response (no‟s) %
Technical 89 89
Non-Technical 11 11
Others 100 100%

GRAPH 4.4

ANALYSIS
The above table shows that the employees are into Technical background. Where in 89% of employees are
into technical and 20% are into non-technical background and 11% are into other background.

INTERPRETATION
The above pie chart indicates that more than half of the employees, that is 89% of the employees are from
technical background

Table 4.5: Table showing total number of work experience of employees.

Work experience Employee Response (no‟s) %
Less than a year 0 0
1-2 years 7 7
2-5 years 34 34
6-10 years 30 30
11-15 years 10 10
16-20 years 10 10

39
Above 20 years 6 6
100 100%

GRAPH 4.5

ANALYSIS
The above table shows the experience of the employees, where in the 34% have 2-5 years experience, 30%
have 6-10 years experience, 11-15 years and 16-20 years experience both have 10%, 7% have 1-2 years
experience and 6% have above 20 years of experience.

INTERPRETATION
The above pie chart shows most employees have their experience between 2-5 years that is 34%.

Table 4.6: Table showing the Educational qualification of employees

Educational Employees Response (no‟s) %

qualification
SSLC 0 0
ITI 19 19
Diploma 22 22
Graduation 35 35
Post-Graduation 18 18
Others 6 6
100 100%

GRAPH 4.6

40
ANALYSIS
The above table shows the educational qualification of the employees in the organization. Where in 35%
of employees are Graduates, 22% of employees are from Diploma and 19% are from ITI background and
18% are from PG and 6% employees are from other educational qualification.

INTERPRETATION
The above pie chart indicates that the 35% of employees has done their Graduates and that indicates the
role requires the complexity skills.

Table 4.7: Table showing the number of hours a day employee normally work

Working hours Employees Response (no‟s) %

7-8 hours 18 0
8-9 hours 60 19
9-10 hours 22 22
Above 10 hours 0 35
Total 100 18

GRAPH 4.7

41
ANALYSIS
The above table shows the number of hours a day employees normally work in the organization. Where in
18% of employees work for 7-8 hours, 60% of employees work for 8-9 hours normally a day.

INTERPRETATION
The above pie chart indicates that the 60% of employees work normally 8-9hours a day.

Table 4.8: Table showing employee opinion regarding the workload

Work load factors Employees Response (no‟s) %

Very High 9 9
High 32 32
Normal 59 59
Low 0 0
Very low 0 0
Total 0 0
100 100%

GRAPH 4.8

ANALYSIS
The above table shows the opinion regarding the work load, where in 59% have normal workload, 32%
have high workload and 9% have very high workload.

INTERPRETATION
The above pie chart shows most employees are having normal workload.

42
Table 4.9:Table showing that whether the employees are able to balance their work life.

Factors Employees Response (no’s) Percentage %

Yes 88 88
No 12 12
100 100%

GRAPH 4.9

ANALYSIS
The above table shows that 88% of employees are able to balance their work life and rest 12% of
employees are facing difficult to balance their work life.

INTERPRETATION
The above pie chart indicates that more than 88% of employees are satisfied with their work life.

Table 4.10: Table showing about the time spent on domestic activities.

Factors Employees Response (no‟s) %

Less than 2 hours 15 15

2-4 hours 62 62
4-6 hours 23 23
More than 6 hours 0 0
Total 100 100%

43
GRAPH 4.10

ANALYSIS
The above table shows that employees spend on domestic activities is 62% majority lies on 2-4 hours,
23% lies on 4-6 hours, 15% is less than 2 hours.

INTERPRETATION
The above pie chart indicates that more than 62% of employees spend on domestic activities.

Table 4.11: Table showing the long working hours of the employees

Factors Employees Response (no‟s) %

Frequently 7 7
Sometimes 70 70
Occasionally 17 17
Rarely 5 5
Never 1 1
Total 100 100%

GRAPH 4.11

44
ANALYSIS
The above table shows that sometimes employees work for long hours or overtime and even on holidays is
70%, occasionally employees work 17%, frequently employee work 7%, rarely 5% of the employees work
and only 1% of employee never works.

INTERPRETATION
The above pie chart indicates that more than 70% of employees work sometimes.

Table 4.12: Table showing the employee opinion towards whether they think about work after working
hours

Factors Employees Response (no‟s) %

Frequently 7 7
Sometimes 60 60
Occasionally 23 23
Rarely 9 9
Never 1 1
Total 100 100%

GRAPH 4.12

45
ANALYSIS
The above table shows that sometimes employees often think or worry about work when they are not
actually at work is 60%, occasionally employees work 23%, frequently employee work 7%, rarely 9% of
the employees work and only 1% of employee never think of their work.

INTERPRETATION

Table 4.13: Table showing whether the organization take any initiatives to manage work life of it‟s
employees.

Factors Employees Response (no‟s) %

Provide flexible work 30 7

timings
Provide leaves to 55 60
manage work life
Provide job share option 7 23
Allow work from home 8 9
Total 100 100%
GRAPH 4.13

46
ANALYSIS
The above table shows that it can be analyzed that 55% of employees opinion is that organization provide
leaves to manage work life, 30% of employees opinion is that organization provide flexible work timings,
7% of employees opinion is that they provide job share option and 8% of the employee opinion is that
organization allow work from home option.

INTERPRETATION
The above pie chart indicates that more than 55% employees opinion is that organization helps them by
providing leaves to manage work life.

Table 4.14: Table shows the employee opinion towards whether they are suffering from any stress related
disease.
Factors Employees Response (no’s) Percentage %
Yes 59 59
No 41 41
100 100%

47
GRAPH 4.14

ANALYSIS
The above table shows that 59% of employees opinion is that they suffer from stress related disease and
41% employees opinion is that they not suffering from any stress disorder.

INTERPRETATION
The above pie chart indicates that more than 59% of employees opinion is that they suffer from stress
related disease.

Table 4.15: Table shows the employee opinion towards their miss out quality time with their family due to
work load.

Factors Employees Response (no‟s) %

Frequently 7 7
Sometimes 60 60
Occasionally 53 23
Rarely 8 9
Never 1 1
Total 100 100%

48
GRAPH 4.15

ANALYSIS
The above table shows that sometimes 60%of employees miss out their time with family and friends, 53%
of them occasionally miss out their time, 8% rarely miss and 1% never miss their time.

INTERPRETATION
The above pie chart indicates that more than 60% of employees miss out sometime with their family and
friends.

GRAPH 4.16

Table 4.16: From the above graph, it shows the factor affects employees in balancing their work life and
family commitments
49
 TABLE 4. 16 (a)
Work hours Employees Response (no‟s) %

Doesn‟t affects 17 17
Affects sometimes 39 39
Affects many times 10 10
Always affects 34 34 ANALYSIS
Work hours-
Total 100 100% 17% of working
hours does not affects employees, 39% employees working hours affects sometimes,10% employees
working hours affects many times, 34% employees working hours always affects. Majority of employees
working hours affects sometimes.
TABLE 4.16 (b)
Overtime Employees Response (no‟s) %
Doesn‟t affects 25 25
Affects sometimes 37 37
Affects many times 33 33
Overtime -33%
Always affects 5 5 of employees
Total 100 100% opinion is that
overtime affects many time in their work, 37% of employees opinion is that overtime affects sometimes,
25% of employees opinion is that overtime doesn‟t affects and 5% of employees opinion is that overtime
always affects. Majority of employees opinion is that overtime affects sometimes.

TABLE 4.18 (c)

Work from home after Employees Responses %
office hours (no‟s)
Doesn‟t affects 60 60
Affects sometimes 26 26
Affects many times 10 10 Work from
Always affects 4 4 home after
Total 100 100% office hours-
60% of
employees opinion is that work from home after office hours doesn‟t affects, 26% of employees opinion is
that work from home after office hours affects sometimes, 10% of employees opinion is that work from
home after office hours affects many times, 4% of employees opinion is that work from home after office
hour always affects. Majority of employees opinion is that work from home after office hours doesn‟t
affects their work.
TABLE 4. 18 (d)
Work on holidays Employees Response (no‟s) %

Doesn‟t affects 39 39
Affects sometimes 48 48
Affects many times 8 8
Work on
Always affects 5 5 holidays- 48%
Total 100 100% of employee
opinion is that work on holidays affects sometimes, 39% of employee is that work on holidays doesn‟t
affects, 8% of employee is that work on holidays affects many times, 5% of employees is that work on
holidays always affects. Majority of employees is that 48% work on holidays doesn‟t affects them.
TABLE 4.18 (e)

50
Travelling away from Employees Response (no‟s) %
home
Doesn‟t affects 41 41
Affects sometimes 35 35
Affects many times 10 10
Always affects 14 14
Total 100 100%

Travelling away from home 41% of employees opinion is that travelling away from home doesn‟t affects
much, 35% of employees opinion is that travelling away from home affects sometimes, 14% of employees
opinion is that travelling away from home always affects and 10% of employees opinion is that travelling
away from home affects many times. Majority of employees is that travelling away from home doesn‟t
affects much.

Table 4.19: Table shows the employee opinion towards their work causes stress.
Factors Employees Response (no’s) Percentage %
Yes 46 46
No 41 41
Maybe 13 13

GRAPH 4.19

ANALYSIS
The above table shows that 46% of employees opinion is partial about the work stress, 46% able to
balance their work life and rest 12% of employees are facing difficult to balance their work life.

INTERPRETATION

The above pie chart indicates that more than 46% of employees opinion is partial about their role of work
that causes stress

51
 Correlations
Work_balance Worryingabout_work

Pearson Correlation 1 .219*

Work_balance Sig. (2-tailed) .029
N 100 100
*
Pearson Correlation .219 1
Worryingabout_work Sig. (2-tailed) .029
N 100 100
*. Correlation is significant at the 0.05 level (2-tailed).

INTERPRETATION: From the above table we observe that correlation is significant at 0.05 level but
here the significance level is 0.29 which shows that the significant level is more than 0.05 so we conclude
that there is no correlation between work balance and worrying about work.

Correlations

Travelling cause_stress
Pearson Correlation 1 .149
Travelling Sig. (2-tailed) .142
N 99 99
Pearson Correlation .149 1
cause_stress Sig. (2-tailed) .142
N 99 100

INTERPRETATION: From the above table we observe that correlation is significant at 0.05 level but here
the significance value is .142 which shows that it has a significant level is more than 0.05 so we conclude
that there is no correlation between travelling and stress.

52
 CHAPTER-5
FINDINGS, SUGGESTIONS & CONCLUSION
5.1 Findings:
 Finding as per the report one of the reason while employees are facing work life balance is
due to work load. 32% of employees have the opinion about the work load is high.
 Many of the employees suffer from stress related disease.
 46% of the employees face that role at work cause stress.
 Maximum employees give importance to the career growth.
 35% of employees are spending more time to travel from home to the company.
 48% of the employees opinion is that work on holiday effects them to balance their work
life.
 33% of employees opinion is that overtime affects their work.
 Majority of employees opinion is that 33% miss out their family time.
 60% of employees think about their work when they are actually not at work.
 62% of employees are getting 2-4 hours of spending in domestic activities.
 32% of the employees are facing high work load.
 34% of employees face that working hours always affects them.

5.2 CONCLUSION
WLB is describing balance of an individual needs between time allocated for the work and other aspects
for life and maintaining a WLB is about separating personal and professional lives.
Every individual need is to balance of work life as well as personal in order to lead a happy life. At
Kennametal was good. So I concluded that majority of employees are satisfied with the Work life balance
activity followed by Kennametal. So continue same in future also.

Learning Experience
The study carried out in Kennametal India limited Bangalore, helped me to study the various departments
of the organization and understand their basic function, their purpose, achievements, competitors and the
vision and mission of the company and their progress towards that.
I also learnt the working style of employees during 1 month of training. I studied the current work life
53
balance and its effectiveness in the organization. I got to learn about the HR process, recruitment and
selection of candidates in the organization also. The company focuses on performance to improve the
services and also the employees work life balance.

The experience got from the training was really fruitful to explore new people, strategies, work place,
organization culture, policies and the style of managing the company‟s profile. The study indicates the
positive aspects that the company insists on the good relation and works for the good harmony within the
organization.

REFERENCES
Attah, U. E. (2019). Work life balance and employee satisfaction among male employees.
International journal of innovation science and research , 4.

C, M. (2018). A study on work life balance among the teaching proffesionals of arts and colleges
in tuticorin district. ITCACT journal of managment , 6.

Dev, S. S. (2017). Work Life Balance of Employees and its Effect on Work Related Factors in
Nationalized Banks. Shanlax International Journal Of Management , 8.

Jenefa, L. (2018). Challenging women work place and family life. International journal of
business management insite and transformations , 4.

Mani, V. (2015). Work life balance and women professionals. Golbal journal of management and
business reserch , 8.

Mayesha, T. (2017). Reality check for the working women of bangladesh. bangladesh: Scientific
research publishing.

Narendra, P. (2018). Work life balance of IT professional. International journal of latest

engineering and management research , 11.

Sakshi, S. (2017). Work life balance of medical professional in government hospitals im himachal
pradesh. Himachal Pradesh: ResearchGate.

Singh, D. (2019). Work life balance and job satisfaction. International journal of computer
science and engnieering , 7.

V, S. (2017). Quality of work life employees in private companies with reference to coimbatore.
International journal of mulit disciplinary research and development , 5.

54
WEBLIOGRAPHY
 www.kennametal.com.in

ANNEXURE

“A STUDY ON WORK LIFE BALANCE WITH REFERENCE TO

KENNAMETAL INDIA LTD”.

1. NAME:

2. GENDER: MALE/FEMALE

3. AGE

a) UNDER 25 YEARS
b) 26 - 30 YEARS
c) 31- 35 YEARS
d) 40 YEARS & ABOVE

4. MARTIAL STATUS

a) MARRIED
b) UNMARRIED

5. WORK CATEGORY

a) TECHNICAL
b) NON TECHNICAL
c) OTHERS

6. TOTAL NUMBER OF WORK EXPERIENCE

a) LESS THAN A YEAR

b) 1 - 2 YEARS
c) 2 - 5 YEARS
d) 6 – 10 YEARS
e) 11 – 15 YEARS
f) 16 – 20 YEARS
g) ABOVE 20 YEARS

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7. EDUCATIONAL QUALIFICATION

SSLC
ITI
DIPLOMA
GRADUATION
POST GRADUATION
OTHERS

8. HOW MANY HOURS A DAY YOU WORK NORMALLY

a) 7 – 8 HOURS
b) 8 – 9 HOURS
c) 9 – 10 HOURS
d) ABOVE 10 HOURS

9. DO YOU FELL THAT YOU ARE ABLE TO BALANCE YOUR WORKLIFE?

a) YES
b) NO

10. WHAT IS YOUR OPINION REGARDING WORK LOAD?

a) VERY HIGH
b) HIGH
c) NORMAL
d) LOW
e) VERY LOW

11. HOW MUCH TIME YOU SPEND ON DOMESTIC ACTIVITIES?

a) LESS THAN 2 HOURS

b) 2 – 4 HOURS
c) 4 – 6 HOURS
d) MORE THAN 6 HOURS

12. DO YOU WORK FOR LONG HOURS OR OVERTIME AND EVEN HOLIDAYS?

a) FREQUENTLY
b) SOMETIMES
c) OCCASIONALLY
d) RARELY
e) NEVER

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 13. HOW OFTEN DO THINK OR WORRY ABOUT WORK (WHEN YOU ARE NOT
ACTUALLY AT WORK)?

a) FREQUENTLY
b) SOMETIMES
c) OCCASIONALLY
d) RARELY
e) NEVER

14. DOES YOUR ORGANISATION TAKE ANY INITIATIVES TO MANAGE WORK LIFE OF
IT`S EMPLOYEES?

a) PROVIDE FLEXIBLE WORK TIMINGS

b) PROVIDE LEAVES TO MANAGE WORK LIFE
c) PROVIDE JOB SHARE OPTION
d) ALLOW WORK FROM HOME

15. DO YOU SUFFER FROM STRESS RELATED DISEASES LIKE HYPERTENSION ETC..,
OR DO YOU ENGAGE YOURSELF IN STRESS RELIVING PROGRAM?

a) YES
b) NO

16. DO YOU USUALLY MISS OUT QUALITY TIME WITH YOUR FAMILY AND FRIENDS
BECAUSE OF PRESSURE OF WORK?

a) FREQUENTLY
b) SOMETIMES
c) OCCASIONALLY
d) RARELY
e) NEVER

17. HOW FOLLOWING FACTORS AFFECTS YOU IN BALANCING YOUR WORK LIFE AND
FAMILY COMMITMENTS?

DOESN‟T AFFECTS AFFECTS ALWAYS

AFFECTS SOMETIMES MANY AFFECTS
TIMES
WORK
HOURS
OVERTIME
WORK FROM
HOME AFTER
OFFICE
HOURS

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 18. DOES YOUR ROLE AT WORK CAUSE STRESS?

a) YES
b) NO
c) MAY BE

Signature: Namratha V
Date: 29th Oct 2022

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