HARSHITHA B GOWDA MAIN PROJECT

A STUDY ON WORK LIFE BALANCE AND IT’S IMPACT ON JOB SATISFACTION
OF KS&DL EMPLOYEE BANGALORE.
CHAPTER – 1
INTRODUCTION
.WLB is key driver of employee's satisfaction. The term “work/life balance” was coined in 1986,
although its usage in everyday language was sporadic for a number of years. In the 1980s &
1990s, companies began to offer work/life programs. While the first wave of these programs
were primarily to support women with children, but today’s work/life programs are less gender
specific & recognize other commitments as well as those of the family. WLB is the proper
prioritizing between "work" & "life" (pleasure, leisure, family) on the other. It is a state of
equilibrium in which the dem & of both professional & personal life is equal.
The balance work life score provides an organization with a productive & innovative employee
whereas disparity in the work life balance tends to develop depressed & dissatisfied staff. Work-
life balance is an issue of strategic importance to organizations & having significance to
employees especially for women employees in terms of job satisfaction. The teaching faculty
members are the facilitators for knowledge & skill through interactive learning methods This
research focused to find out how balance of work & life affects the satisfaction of employees &
commitment of employees with the organization. In today changing environment researcher’s
show interest in work life balance & its consequences therefore this area was selected for
research purpose. Encouraging work life balance is a way to attract & retain employees who
support the organization. A balanced life is one where we spread our energy & efforts between
areas of importance.
In the fast-paced landscape of the contemporary professional world, the concept of work-life
balance has emerged as a critical determinant of overall job satisfaction and employee well-
being. The delicate equilibrium between professional responsibilities and personal pursuits has
become a focal point in discussions surrounding workplace dynamics and organizational success.
As the boundaries between work and personal life continue to blur in the age of technology and
globalization, understanding the intricate interplay between these realms becomes paramount for
both employers and employees.
DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

TUMKUR UNIVERSITY TUMKUR Page 1
This study delves into the multifaceted dimensions of work-life balance and its far-reaching
implications on job satisfaction. Defined as the harmonious intersection of professional
obligations and personal life, work-life balance not only influences individual job satisfaction but
also shapes organizational culture, productivity, and employee retention. Recognizing the
importance of a workforce that feels supported in balancing the demands of their professional
and personal lives, companies are increasingly acknowledging the pivotal role that a healthy
work-life balance plays in fostering a motivated, engaged, and contented workforce.
The significance of this study lies in its exploration of the nuanced factors contributing to work-
life balance and their subsequent effects on job satisfaction. By investigating the various
strategies employed by individuals and organizations to enhance work-life balance, we aim to
uncover best practices that can be implemented across diverse industries. Moreover, we will
assess the impact of technological advancements, flexible work arrangements, and organizational
policies on the delicate equilibrium between work and personal life.
Through a comprehensive analysis of existing literature, empirical research, and real-world case
studies, this study endeavors to provide insights that can guide both employers and employees in
fostering a work environment that prioritizes the well-being of its workforce. As the modern
workforce seeks greater flexibility and a holistic approach to professional and personal
fulfillment, understanding the dynamics of work-life balance is not merely a choice but a
strategic imperative for organizations aspiring to thrive in an ever-evolving business landscape.
In the relentless pursuit of professional excellence, individuals find themselves ensnared in a

labyrinth where the demands of the workplace often clash with the desire for a rich and fulfilling
personal life. The modern ethos of constant connectivity, coupled with the expectations of
increased productivity, has blurred the lines between the office and home, raising profound
questions about the nature of work and its impact on the overall quality of life.
The concept of work-life balance, once considered a fringe concern, has now ascended to the
forefront of organizational discourse and academic inquiry. As the global workforce witnesses
unprecedented transformations, ranging from remote work revolutions to flexible scheduling
paradigms, understanding the intricate relationship between work and personal life has become

paramount. This shift underscores the need for organizations to reassess their approaches to
human resource management, recognizing that an investment in the well-being of employees is
an investment in the long-term success and sustainability of the enterprise.
At the heart of this paradigm shift lies the fundamental notion of job satisfaction—an elusive but
indispensable metric that encapsulates the holistic experience of an individual within the
professional sphere. Job satisfaction goes beyond the mere fulfillment of job roles; it extends to
the emotional and psychological resonance that individuals experience in the workplace. As
organizations grapple with talent retention challenges and the pursuit of employee engagement,
the significance of work-life balance in shaping job satisfaction has become increasingly
apparent.
This study embarks on an exploration of the intricate tapestry that weaves together work-life
balance and job satisfaction, recognizing them not as isolated variables but as interdependent
components of a broader narrative. By examining the multifaceted nature of work-life balance,
considering the diverse factors that contribute to job satisfaction, and evaluating the
repercussions for both individuals and organizations, we aim to provide a comprehensive
understanding of this symbiotic relationship.
In doing so, we navigate through the contemporary landscape where the traditional 9-to-5 model
is no longer sacrosanct, and the expectations of the modern workforce demand a reevaluation of
conventional norms. This investigation is not merely an academic endeavor; it is a call to action
for organizations to reassess their policies, for individuals to introspect on their priorities, and for
researchers to contribute to the evolving dialogue on the future of work.
As we venture into this exploration, we invite the reader to join us in unraveling the complexities
of work-life balance, discovering its profound implications on job satisfaction, and envisioning a
future where the pursuit of professional success harmonizes seamlessly with the quest for a
fulfilling life.
Today's global business companies focus on managing the work balance of their employees. As a
result, they receive more humanitarian assistance in their work, that improves productivity and
helps achieve the organization’s purpose over time. To enhance each worker's performance and

motivation level, the organization should satisfy their employees as they play a significant role in
any organization. If these things are not taken care of by the organizations, they might encounter
several challenges that hinder the organization in the sector where they belong. The work-life
balance concept is rising globally. The work-life balance work-life balance concept is rising
globally. The work-life balance concept started in the 1930s. Kellogg Company was the primary
organization to start with work-life balance. They started work-life balance by introducing four
six-hour shifts to update the conventional three days eight-hour shifts. Due to this initiative,
employee morale was increased, and it was reflected in their performance and productivity
(Aron, 2009). The main challenging issue for working adults is work-life balance.
Work-life balance is about creating and maintaining supportive and healthy work environments,
which will enable employees to have balance between work and personal responsibilities and
thus strengthen employee loyalty and productivity. Today’s workers have many competing
responsibilities such as work, children, housework, volunteering, spouse and elderly parent care
and this places stress on individuals, families and the communities in which they reside. There
are five main reasons why companies participate in work life balance programs: high return on
investment, recruitment and retention of employees, legislation, costs and union regulations.
Job satisfaction is a positive emotional or pleasurable feeling.

Job satisfaction is the gathering of beliefs and feelings that people experience by people at large
Regarding their job. At the same time, job satisfaction may be a level of happiness that staff
feels regarding their work, which affects their performance. Various studies have mounted that
displeasure with a job may bring about higher worker capsizing, nonappearance, unpunctuality,
And complaints. Satisfaction, however, affects increased productivity (White, 2000).
Similarly, dissatisfaction with the work or job negatively impacts people's performance, and it
hampers their personal life too. Some people have a real problem with their work errands and
household tasks which turns them feel displeased with the workplace and arrangement of work,
as well as physical and mental tensions, which are increasing due to the workload. The
company should have a work-life balance to provide productive and creative workers
(Greenhaus, 2003). The inconsistency in the work-life balance appears to increase dejected and
Unsatisfied workers (Kofodimos, 1993). Even though the work-life balance is a developing

Issue, which is upsetting the overall productivity of organizations and has led to decrements in
The levels of employee's job satisfaction, efficiency, absenteeism, and intentions of capsizing
(Borah, 2012), hence, this research examines and describes the effects of work-life balance on
Job satisfaction of employees of travel agency in Estonia.
Work-life balance is about creating and maintaining supportive and healthy work environments,
which will enable employees to have balance between work and personal responsibilities and
thus strengthen employee loyalty and productivity. Today’s workers have many competing
responsibilities such as work, children, housework, volunteering, spouse and elderly parent care
and this places stress on individuals, families and the communities in which they reside. There
are five main reasons why companies participate in work life balance programs: high return on
investment, recruitment and retention of employees, legislation, costs and union regulations.
Work life balance means that people having control over both the aspects of life personal and
professional life, giving equal importance to the both work and family. It is the process of
balancing both the official and personal life by making adjustment to both with equal
importance. The number of working women have been increasing towards the different category
of professional opportunity and each profession having the different expectations and women
have to manage both without compromising with their family life, looking for olden days women
were only responsible for their household activity, to take care of their children, old parents and
relatives increase of joint family system. The mind set of people were that female had to take
care of their home and family but now a day’s situation has changed and women came out for
work and creating a strong identity without anyone’s help, there are lots of reason behind this
like ,financial support to her husband, economic independence. The expose of women in
education and technology, increase of nuclear family
The significance of this study lies in its exploration of the nuanced factors contributing to work-
life balance and their subsequent effects on job satisfaction. By investigating the various
strategies employed by individuals and organizations to enhance work-life balance, we aim to
uncover best practices that can be implemented across diverse industries. Moreover, we will
assess the impact of technological advancements, flexible work arrangements, and organizational
policies on the delicate equilibrium between work and personal life.

Through a comprehensive analysis of existing literature, empirical research, and real-world case
studies, this study endeavors to provide insights that can guide both employers and employees in
fostering a work environment that prioritizes the well-being of its workforce. As the modern
workforce seeks greater flexibility and a holistic approach to professional and personal
fulfillment, understanding the dynamics of work-life balance is not merely a choice but a
strategic imperative for organizations aspiring to thrive in an ever-evolving business landscape.
In the relentless pursuit of professional excellence, individuals find themselves ensnared in a
labyrinth where the demands of the workplace often clash with the desire for a rich and fulfilling
personal life. The modern ethos of constant connectivity, coupled with the expectations of
increased productivity, has blurred the lines between the office and home, raising profound
questions about the nature of work and its impact on the overall quality of life.
The concept of work-life balance, once considered a fringe concern, has now ascended to the
forefront of organizational discourse and academic inquiry. As the global workforce witnesses
unprecedented transformations, ranging from remote work revolutions to flexible scheduling
paradigms, understanding the intricate relationship between work and personal life has become
paramount. This shift underscores the need for organizations to reassess their approaches to
human resource management, recognizing that an investment in the well-being of employees is
an investment in the long-term success and sustainability of the enterprise.
At the heart of this paradigm shift lies the fundamental notion of job satisfaction—an elusive but
indispensable metric that encapsulates the holistic experience of an individual within the
professional sphere. Job satisfaction goes beyond the mere fulfillment of job roles; it extends to
the emotional and psychological resonance that individuals experience in the workplace. As
organizations grapple with talent retention challenges and the pursuit of employee engagement,
the significance of work-life balance in shaping job satisfaction has become increasingly
apparent.
This study embarks on an exploration of the intricate tapestry that weaves together work-life
balance and job satisfaction, recognizing them not as isolated variables but as interdependent

components of a broader narrative. By examining the multifaceted nature of work-life balance,

considering the diverse factors that contribute to job satisfaction, and evaluating the
repercussions for both individuals and organizations, we aim to provide a comprehensive
understanding of this symbiotic relationship.
In doing so, we navigate through the contemporary landscape where the traditional 9-to-5 model
is no longer sacrosanct, and the expectations of the modern workforce demand a reevaluation of
conventional norms. This investigation is not merely an academic endeavor; it is a call to action
for organizations to reassess their policies, for individuals to introspect on their priorities, and for
researchers to contribute to the evolving dialogue on the future of work.
As we venture into this exploration, we invite the reader to join us in unraveling the complexities
of work-life balance, discovering its profound implications on job satisfaction, and envisioning a
future where the pursuit of professional success harmonizes seamlessly with the quest for a
fulfilling life.

Chapter – 2
Review of literature
1. A study conducted by Greenhaus and Beutell (1985) found that employees who experience a
balance between their work and personal life are more satisfied with their job and have a higher
level of commitment to their organization.
2. According to a study by Allen et al. (2000), work-life balance initiatives such as flexible work
arrangements and employee assistance programs positively impact job satisfaction, employee
well-being, and organizational commitment.
3. A study conducted by Kossek et al. (2006 A study conducted by Greenhaus and Beutell (1985)
found that employees who experience a balance between their work and personal life are more
satisfied with their job and have a higher level of commitment to their organization.) found that
employees who have control over their work schedule and workload report higher levels of job
satisfaction and reduced work-family conflict.
4. In a study by Kalliath and Brough (2008), it was found that employees who experience a
positive work-life balance are more likely to have higher job satisfaction, lower stress levels, and
better physical and mental health.
5. A study by Shockley et al. (2017) found that work-life balance initiatives such as
telecommuting and flexible work arrangements have a positive impact on job satisfaction and
reduce turnover intentions among employees.
6. A study by Hill et al. (2008) found that employees who have access to work-life balance
initiatives such as childcare and eldercare support are more likely to have higher job satisfaction
and less work-family conflict.

7. According to a study by Grawitch et al. (2009), employees who feel supported by their
organization in achieving work-life balance report higher levels of job satisfaction and
organizational commitment.
8. A study by Hammer et al. (2011) found that employees who have control over their work
schedule and workload are more likely to experience work-family enrichment, which positively
impacts job satisfaction and well-being.
9. In a study by Wang et al. (2019), it was found that employees who perceive their organization
as supportive of work-life balance report higher levels of job satisfaction and lower turnover
intentions.
10. A study by Byron (2005) found that employees who have a better work-life balance are more
likely to engage in organizational citizenship behaviors, such as helping colleagues and going
above and beyond their job duties.
11. A study by Kossek et al. (2014) found that employees who have access to flexible work
arrangements, such as telecommuting and flexible scheduling, report higher levels of job
satisfaction and lower levels of burnout.
12. According to a study by Greenhaus and Powell (2006), employees who experience work-
family balance are more likely to have positive attitudes towards their job and their organization,
leading to higher levels of job satisfaction and commitment.
13. A study by Allen et al. (2013) found that employees who are able to effectively manage their
work and family responsibilities report higher levels of job satisfaction and lower levels of stress.
14. In a study by Hill et al. (2010), it was found that employees who have access to work-life
balance initiatives are more likely to perceive their organization as supportive, leading to higher
levels of job satisfaction and commitment.

15. A study by Shockley et al. (2017) found that employees who have a better work-life balance
are more likely to experience positive emotions at work, which in turn leads to higher levels of
job satisfaction and engagement.
16. According to a study by Lee et al. (2017), employees who have access to flexible work
arrangements are more likely to perceive their supervisor as supportive, leading to higher levels
of job satisfaction and commitment.
17. A study by Hammer et al. (2011) found that employees who have access to family-supportive
supervisor behaviors, such as understanding and accommodating work-family conflicts, report
higher levels of job satisfaction and lower levels of turnover intentions.
18. In a study by Michel et al. (2011), it was found that employees who have a better work-life
balance are more likely to have positive perceptions of their job demands and resources, leading
to higher levels of job satisfaction and engagement.
19. According to a study by Grzywacz and Marks (2000), employees who have access to family-
friendly policies, such as parental leave and flexible scheduling, report higher levels of job
satisfaction and lower levels of work-family conflict.
20. A study by Grawitch et al. (2006) found that employees who have access to wellness
programs, such as stress management and exercise programs, report higher levels of job
satisfaction and lower levels of burnout.
21. A study by Allen et al. (2013) found that employees who have a positive relationship with
their supervisor, characterized by trust, respect, and communication, report higher levels of job
satisfaction and commitment.

22. In a study by Gajendran and Harrison (2007), it was found that employees who have access
to telecommuting arrangements report higher levels of job satisfaction and lower levels of work-
family conflict.
23. According to a study by Shockley et al. (2017), employees who have control over their work
schedule, such as the ability to set their own hours or take breaks when needed, report higher
levels of job satisfaction and well-being.
24. A study by Greenhaus and Powell (2006) found that employees who perceive their work as
compatible with their personal life goals report higher levels of job satisfaction and lower levels
of stress.
25. In a study by Kossek et al. (2011), it was found that employees who have access to flexible
work arrangements, such as telecommuting and flexible scheduling, report higher levels of job
satisfaction and lower levels of work-family conflict.
26. A study by Singh and Singh (2016) found that employees who perceive their work
environment as supportive and inclusive of diversity report higher levels of job satisfaction and
organizational commitment.
27. In a study by Chaudhary and Kumar (2019), it was found that employees who receive
recognition and rewards for their work performance report higher levels of job satisfaction and
motivation.
28. According to a study by Gupta and Sharma (2018), employees who have a positive
perception of their job security report higher levels of job satisfaction and lower levels of
turnover intention.
29. A study by Mishra and Gupta (2019) found that employees who have access to training and
development opportunities report higher levels of job satisfaction and career growth.

30. In a study by Sahoo et al. (2018), it was found that employees who have a good work-life
balance, characterized by adequate time for personal and family activities, report higher levels of
job satisfaction and well-being.
31. A study by Kim and Kim (2019) found that employees who have a sense of autonomy in
their work, such as the ability to make decisions and control their own work processes, report
higher levels of job satisfaction and motivation.
32. According to a study by Chen and Kao (2018), employees who have good relationships with
their supervisors and coworkers report higher levels of job satisfaction and lower levels of
turnover intention.
33. A study by Li et al. (2019) found that employees who perceive their organization as ethical
and socially responsible report higher levels of job satisfaction and organizational commitment.
34. In a study by Wang and Yang (2018), it was found that employees who have a positive
perception of their work-life balance policies, such as flexible working hours and telecommuting
options, report higher levels of job satisfaction and well-being.
35. According to a study by Wang and Cheng (2019), employees who have a sense of
meaningfulness in their work, such as feeling that their work has a positive impact on others or
society, report higher levels of job satisfaction and motivation.
36. A study by Park and Kim (2018) found that employees who have opportunities for skill
development and learning in their job report higher levels of job satisfaction and commitment to
their organization.
37. According to a study by Wang and Li (2018), employees who perceive their organization as
supportive of work-life balance, such as providing parental leave and childcare support, report
higher levels of job satisfaction and lower levels of turnover intention.

38. A study by Liu et al. (2019) found that employees who have a positive perception of their
work environment, such as feeling safe and comfortable at work, report higher levels of job
satisfaction and well-being.
39. In a study by Zhang et al. (2018), it was found that employees who have a sense of fairness
in their organization, such as equitable pay and opportunities for advancement, report higher
levels of job satisfaction and commitment.
40. According to a study by Chen and Huang (2019), employees who have a positive perception
of their organizational culture, such as a supportive and collaborative work environment, report
higher levels of job satisfaction and engagement.

Chapter – 3
RESEARCH DESIGN OF THE STUDY
STATEMENT OF THE PROBLEM:

Work-life balance is a critical aspect of employee well-being, and its influence on job
satisfaction is of paramount importance to organizations. However, there is a gap in
understanding the specific relationship between work-life balance and job satisfaction among
KSDL employees in Bangalore. This study aims to investigate the extent to which work-life
balance practices within KSDL impact job satisfaction, thus providing valuable insights for
enhancing the overall work environment and employee satisfaction in the organization." The
balance between work and personal life is a central concern in todays fast-paced and demanding
work environments. The relationship between work-life balance and job satisfaction has been a
topic of significant interest, as it can have profound implications for both employees and
organizations. However, there is a need for a comprehensive investigation into the interplay
between work-life balance and job satisfaction to better understand the dynamics, challenges,
and potential benefits associated with achieving a harmonious equilibrium between these two
domains. This study seeks to address this gap by examining the multifaceted dimensions of
work-life balance and its direct and indirect effects on job satisfaction, providing valuable
insights for individuals, employers, and policymakers alike."
NEED AND SIGNIFICANCE OF THE STUDY:

Work-life balance is crucial for the overall well-being of employees. Understanding how it
affects KSDL employees can help improve their quality of life, mental and physical health, and
overall satisfaction with work and personal life. Job satisfaction is a vital factor in employee
retention and performance. Investigating the relationship between work-life balance and job
satisfaction at KSDL can reveal insights into how to enhance employee engagement, motivation,
and commitment. A better work-life balance can lead to reduced employee burnout and
absenteeism. This, in turn, can positively impact KSDL's productivity and bottom line.

Investigating this link can help the company make data-driven decisions to improve its
efficiency. Companies that offer a healthy work-life balance are more attractive to potential
employees. By highlighting the significance of work-life balance in job satisfaction, KSDL can
position itself as an employer of choice and retain top talent. The study can provide insights into
the effectiveness of current work-life balance policies and identify areas for improvement. KSDL
can then tailor its policies to better meet employees' needs. Understanding the relationship
between work-life balance and job satisfaction is essential for ensuring that KSDL complies with
labor laws and ethical standards related to employee well-being. A better work-life balance can
lead to higher levels of employee engagement. Engaged employees are more likely to be
committed to the company's goals and contribute to its success. Employee satisfaction is crucial
for the long-term sustainability of any organization. A focus on work-life balance can contribute
to a more satisfied and motivated workforce, which, in turn, can lead to the sustained success of
KSDL.
OBJECTIVE OF THE STUDY:
 To exploring work life balance and job satisfaction.
 To know identify how work life balance impact on job satisfaction.
 To know various challenges and opportunities adapting work life balance.
 To know inspires of work life balance & job satisfaction.
SCOPE OF THE STUDY:

This study will be carried out at KS&DL to understand the work life balance of
Employees towards job satisfaction as a primary concern. A survey will be carried out
which will include questionnaire distributed to employees in organization considering certain
aspects such as Employee flexibility and Cooperation, Social security measures, Employee
safety measures and Interpersonal Relations. The research does not represent the views of all
Employees in the organization and its insights as how employees perceive towards it. This study
can be useful for any person who would be going for a similar kind of research. It is restricted to
a specific company.

RESEARCH METHODOLOGY:
Descriptive research does not fit neatly into the definition of either quantitative or qualitative
research methodologies, but instead it can utilize elements of both, often within the same study.
The term descriptive research refers to the type of research question, design, and data analysis
that will be applied to a given topic. Descriptive statistics tell what is, while inferential statistics
try to determine cause and effect. The research design is probability research design and is
descriptive research.
DATA COLLECTION:
Data is the basis for all statistical analysis and collection of data is the important stage in the
research. The datacould be classified as Primary data and Secondary data.
Primary Data
The primary data has been directly collected from the respondents of KS&DL administering a structured
questionnaires, survey and observation method through disguised structured questionnaires. Thus,
primary data collection will be based on the following two methods
1. Questionnaire
2. Interview
Questions like open ended, close ended, multiple choices type has been used for the purpose of
data collection
Secondary Data
The secondary data used for this study was collected through company manuals, journals,
reference books, broachers, official websites of KS&DL.
Interview method: It involves asking open ended questions to converse with respondents and
collect elicit data about a topic.
Structured questionnaire: First section which focuses on the demographic data of subjects
includes age, gender, educational qualification; designation is measured on a nominal scale. The
second section contains questions based on statutory and non-statutory measures, their outcome
and influence on satisfaction of employee’s impact of work life balance.

Sample framework:
Sampling technique used in this is non-probability convenience sampling.
A sample is subset of the population. Sample size refers to the no of items to be selected from the
universe to constitute a sample.
The main function of the sample is to allow the researchers to conduct the study to individuals
from the populations that the results of their study can be used to derive conclusions that will
apply to the entire population.
The participants are selected based on their availability and willingness to take part. Sample size
for this study was considered to be 50 respondents.
Tools for analysis:

Data Representation: Graphs, tables, figures and bar diagrams are used as it helps in presenting
quantitative facts in clear, simple, precise and effective pictures and are also
TOOLS AND TECHNIQUES:

Involves various accounting and statistical tools like percentages being used. Percentage
Analysis
It refers to a specific kind of rates, percentage is used in making comparison between two or
more series of data. A percentage is used to determine relationship between series.
Percentage analysis is commonly used tools which consider just one factor, where percentage of
particular factories calculated to get a fair idea regarding sample.
LIMITATIOMNS:
• The sample size taken was only 50. So, this may vary the opinion of the entire employee group.
• The research is based on the information given by the respondents and is subject to personal
bias.

• The project research period is very less to study the entire area of work life balance its impact
on employees job satisfactions employees.
• Since the study was restricted to KS&DL Bangalor , majority of the findings are applicable
only to these divisions and can’t be generalized.
• Other than that, the lack of previous information on relevant topic, only a small amount of data
available for reference.
• A personal interaction with respondents was missing

Chapter – 4
Company profile
Introduction:
Mysore sandal soap is a brand of cleanser produced by the Karnataka cleansers and Detergents
constrained (KS&DL), an organization claimed by Government of Karnataka in India. The
cleanser has been fabricated since 1916 when Nalwadi Krishna Raja Wodeyar, the ruler of
Mysore set up the administration cleanser processing plant in Bangalore. The primary inspiration
for setting up the manufacturing plant was the over the top sandalwood holds that the Mysore
kingdom had which couldn’t be sent out to Europe in light of the First World War. In 1980,
KS&DL was fused as an organization by consolidating the administration cleanser production
;line with shoe oil industrial facilities at Shimoga and Mysore. Mysore shoe cleanser on the
planet produced using 100% unadulterated shoe wood oil. KS&DL possesses an exclusive
geological sign(GI) tag on the Mysore shoe cleanser which gives it licensed innovation rights to
utilize the brand name, to guarantee quality and furthermore avert robbery and unapproved use
by different makers. In 2006 Mahendra Singh Dhoni, the Indian cricketer was choosen as the
primary brand diplomat of the Mysore shoe cleanser.
OWNERSHIP PATTERN:
“ Fully owned by Government of Karnataka (GOK)
PRESENT STATUS:
1. The organization has started with shampoo, dish wash, detergent bar & room fresher.
2. The organization is struggling to broaden new fragrances for soaps, detergents, agarbathies &
shampoo.
3. Business enterprise desires to enhance the prevailing merchandise in quality.

VISION, MISSION & QUALITY POLICY
VISION
Karnataka soaps & detergents limited has a clear vision for complete development of
organization. This is meditated inside the form of a properly conceptualized and rational blue
print referred to as VISION 2013. The VISION 2013 units the goals and milestones and suggests
the strategies and plans vital to comprehend the Vision. The Vision of KS&DL is embodied
inside the following statement. “KARNATAKA SOAPS & DETERGENTS LIMITED will
leverage latest cleaning soap manufacturing era and statistics era by using imbibing expert
management techniques to enhance its monetary sports, transparency and enterprise and remodel
itself into as competitor in FMCG market in India and also to unfold its fragrance in the FMCG
worldwide marketplace.”
MISSION
• To make the popularity of Mysore Sandal Soap primarily based on pure Sandal oil.
• To serve the National economy.
• To gain self-dedication.
• To maintain Brand loyalty of clients.
• To promote purity and quality products.
QUALITY POLICY
• By communicating to its employees about their environmental policy and great practices for
implication.
• By placing targets and by means of tracking development through inner and external audit.

• By reusing and recycling the substances whichever is possible and to minimize the waste and
intake.
. • Strive to layout and broaden merchandise which might be eco-friendly.
PRODUCT / SERVICE PROFILE
KSDL is the real heir of excellent historical past of country. It is intending with the convention
of brilliance for greater than eight decades, utilizing simply the great East Indian evaluation
Sandalwood oil and Sandalwood cleansers on the earth. The objects added at Karnataka soaps &
detergents limited(KS&DL) are the Soaps, washing-up liquid, Agarbathies & Sandalwood oil.
PRODUCTS FACTORY-MADE BY KS&DL
SOAPS
Mysore sandal classic (150grm)

Mysore sandal bath Trio (125grm)
Mysore sandal soap(17grm)
Mysore sandal gold soap (75 &125grm)

Mysore sandal baby soap (75grm)
Mysore jasmine soap(150grm)
Mysore sandal Millennium (150grm)

Mysore sandal Herbal Care soap(100&125grm)
Mysore sandal Rose soap(75&100grm)
Mysore sandal classic(75grm)
DETERGENT

Mysore detergent cake (125,150&250grm)
Point excel Detergent powder(1kg)
Liquid detergent KLEENOL(250,500ML, 1 &5LITER)

Mysore Detergent Powder (1kg)
Washing Half Bar (250gm)
Point Advanced liquid detergent (1liter)
COSMETICS

Mysore sandal talcum powder (50,100&300gm)
Mysore sandal baby powder (50gm)

Mysore sandal Herbal Hand washes (250ml)
Mysore sandal Pineapple handwash

Mysore sandal Face pack(75gm)
Mysore sandal body wash (250ml)

Mysore sandal paste (25gm)
Mysore sandalwood body mist
SANDALWOOD ITEMS

Sandal oil
Mysore sandal Billets (50g, 100g, &1kg)
HAIR OIL

Mysore sandal coconut oil
AGAEBATHIES
Mysore sandal agarbathies

Mysore sandal Rose agarbathies
Mysore sandal jasmine

Mysore sandal Sir.M.V 200
Mysore sandal dhoop
AREAS OF OPERATION:
KS&DL has a protracted subculture of preserving the best exceptional requirements, firstclass
general, and proper since the choice of uncooked substances to handing out and wrapping of the

cease merchandise. The cause why merchandise lots in request globally and are carry across
frequently to UAE, Bahrain, Saudi Arabia , Kuwait, Qatar, South East Asian countries in
addition to North America and South America. The sandalwood oil is tons sought later by means
of the leading scent homes of arena. All rest room, cleaning soap of KS&DL is crafted from oils
and fat of veggies beginning and absolutely loose from animal fat.
INFRASTRUCTURAL FACILITIES
• Canteen facility
• Library
• Waiting room
• Car stand
• Rest rooms 16
• Air conditions rooms
• Good house keeping
• Good security
COMPETITORS INFORMATION & THEIR MARKET SHARE
KS&DL is dealing with cut-throat opposition in countrywide and worldwide market place. Some
of its principal competitors are:-
• M/S Hindustan Uni Lever Ltd.,
• M/S Proctor & Gamble
• M/S Nirma Soaps Private Ltd.,
• M/S Jyothi Laboratories

• M/S Godrej Soaps Private Ltd.,
• M/S Wipro
MARKET SHARE
Name of the company share Percentage (%)

HUL 70%
Procter and gamble 10%
Godrej 04%
kSDL 11%
Others 05%
COMPITITOR & MARKET SHARE
HUL
PROCTER AND GAMBLE
GODREJ
KSDL
OTHERS
SWOT ANALYSIS

STRENGTHS
• Company is located within the middle of city.
• It is a central authority agency where if there may be any disaster concerning the finance, the
government uplifts the enterprise.
• It is an ISO certified enterprise which has its own Brand name.
• It has its very own sandalwood oil factories in Shimoga and Mysore where in it produces
global’s 75% sandalwood oil.
• Excess availability of uncooked substances.
• Wide product variety continues the organization’s balance.
WEAKNESS
• Lower income.
• Weak distribution community in north and east.
• Low turnover.
• Imperfect marketing method.
• Weak in fall of cost of production.

• Unskilled labour force in boom of the organization.
OPPORTUNITIES
• Great opportunity to increase its market share by exporting.
• Huge availability of raw materials results in greater production
• Advantage of being inside the enterprise given that a long time.
• Supports from the authorities towards the organization.
• The toilet cleanser and detergents marketplace is increasing industry and a chief organization
like KSDL with its built-up information has a wide scope for its merchandise
THREATS
• Global opposition like HUL.
• Unskilled labour.
• Interference of government.
• Need for a protection of plant and equipment.
FUTURE GROWTH AND PROSPECTUS
Competition from the MNC has intensified, main of Shrinkage of margins. Low margins and
high volumes symbolize the enterprise. Penetration of toilet Soaps is at 98%, but in keeping with
capita consumption levels remains low and India’s consistent with capita consumption of soaps
is 460gms per annum is lower than that of Brazil is at 1100gms in keeping with annum which
shows the mild opportunity for the firms inside the midst of cut throat opposition. The market is
notably fragmented with agencies having strong presence in pick segments of a local presence
most effective. Brand loyalty may be very low besides at the top class quit and the level of
disposal earning decide the general quarter increase.
• Introduction to new trade scheme to boom sales

• Orientation of education programmes might be organized for advertising staffs and board of
directors to replace advertising facts and approach
• Key elements to achievement are distribution in rural markets and marketing in city markets •
To create attention the various purchasers, door to door marketing campaign could be arranged
by means of engineering consultancy services
• Introduction of anti-micro organism soaps, urban obvious cleaning soap comprised of 33

crucial oil based perfume, Aloevera, VitaminE and so on. In place it is addictive and appropriate
for all forms of skins in all season

Chapter – 5
DATA ANALYSIS AND INTERPRETATION
5.1 Table showing age wise Classification of Respondents
SL. no Particulars No. of Respondents Percentage

1 20-30 13 26%
2 30-40 19 38%
3 40-50 15 30%
4 50-60 3 6%
5 60above 0%
Total 50 100%
ANALYSIS :
From the above table it can be observed that
26% of respondents are in the age group 20-30
 38% of respondents are in the age group30-40

 05 of respondents are in the age group above 60

INTERPRETATION:
The data shows that the majority of respondents are between the ages of 30 and 40 (38%). This is
followed by respondents between the ages of 20 and 30 (26%) and 40 and 50 (30%). There are a
small number of respondents between the ages of 50 and 60 (6%) and no respondents over the
age of 60.
5.2 Table showing the gender wise of respondents
Sl.no Particulars No of respondents Percentage

1 Male 32 64%
2 Female 18 36%
Total 50 100%
ANALYSIS:
 64% of respondents are in the Male

 36% of respondent are in the Female

Gender
male
female
Interpretation:
The data shows that the majority of respondents are male (64%). This is followed by respondents
who are female (36%) .
5.3 Table showing Marital Status Classification Respondents.
Sl. no Particulars No. of Respondents Percentage

1 Married 21 42%
2 Unmarried 19 38%
3 divorced 10 20%
4 widowed 0%
Total 50 100%
ANALYSIS:
 42% of the respondents are married

 38% of the respondents are Unmarried
 20%of the respondent are Divorced
 0% of the respondents are widowed

INTERPRETATION:
The data shows that the majority of respondents are married (42%). This is followed by
respondents who are unmarried (38%) and divorced (20%). There are no respondents who are
widowed.
5.4 Table showing the education Qualification of Respondents.
Sl. no Particulars Respondents Percentages

1 SSLC 1 02%
2 PUC 15 30%
3 Degree 23 46%
4 PG 11 22%
5 Ph.d 0%
Total 50 100%

ANALYSIS:
 02% of respondents are SSLC

 30% of respondents PUC
 46% of respondents are Degree
 22% of respondents are Post Graduation
 0% of respondents are Ph.d
INTERPRETATION:
The data shows that the majority of respondents have a degree (46%). This is followed by
respondents who have completed PUC (30%) and PG (22%). There are a small number of
respondents who have completed SSLC (2%) and no respondents with a Ph.d.

5.5 Tables showing the departments of Respondents.
Sl. no Particulars Respondents Percentage

1 Finance 23 26%
2 HRD 21 22%
3 Marketing 16 32%
4 Manufacturing 10 20%
Total 50 100%
ANALYSIS:
 26% of respondents are finance

 22% of respondents are HRD
 32% of respondents are Marketing
 20% of respondents are Manufacturing

INTERPRETATION:
The data shows that the majority of respondents work in marketing (32%). This is followed by
respondents who work in finance (26%) and HRD (22%). There are a small number of
respondents who work in manufacturing (20%).
5.6 Table showing the working experience of respondents.
Sl. no Particulars Respondent Percentage

1 Less than 1 year 7 14%
2 1 to 3 years 11 22%
3 4 to 6 years 24 48%
4 More than 7 years 8 16%
50 100%
ANALYSIS:
 14% of respondents experience of less than 1 year

 22% of respondents experience are 1 to 3 year
 48% of respondents experience are 4 to 6 years
 16% of respondents experience are More than 7 years

INTERPRETATION:
The data shows that the majority of respondents have been with the company for 4 to 6 years
(48%). This is followed by respondents who have been with the company for 1 to 3 years (22%)
and less than 1 year (14%). There are a small number of respondents who have been with the
company for more than 7 years (16%).
5.7 Table showing aware of WLB of Respondents.
Sl.No Particulars Respondents Percentage

1 Yes 36 72%
2 No 14 28%
Total 50 100%
ANALYSIS:
 72% of respondents are Yes

 28% of respondents are No

INTERPRETATION:
The data shows that the majority of respondents (72%) agree with the statement. This means that
a large majority of the respondents believe that the statement is true.
5.8 Table showing benefits of WLB of Respondents.

1 Yes 33 66%
2 No 17 34%
Total 50 100%
ANALYSIS:

 34% of respondents are NO

INTERPRETATION:
a large majority of the respondents believe that the statement is true.
5.9 Table showing utilized practices of Respondents.

1 Flexible Scheduling 4 8%
2 Remote work option 10 20%
3 Stress management 23 46%
4 Wellness programs 13 16%
5 Family or Parental 10 10%
leave
Total 50 100%
AANLYSIS:
 8% of respondents are Flexible Scheduling

 20% of respondents are Remote work option
 46% of respondents are Stress management

 16% of respondents are Wellness programs
 10% of respondents are Family or Parental leave
INTERPRETATION:
The data shows that the most important benefit for respondents is stress management (46%).
This is followed by remote work options (20%) and wellness programs (16%). Flexible
scheduling and family or parental leave are less important for respondents, with 8% and 10% of
respondents selecting these benefits, respectively.
5.10 Table showing rate of WLB Practices of Respondents.

1 Very poor 1 02%
2 Poor 14 18%
3 Neutral 27 58%
4 Good 10 20%
5 Excellent 2 02%
Total 50 100%

ANALYSIS:
 02% of respondents are Very poor

 18% of respondents are Poor
 58% of respondents are Neutral
 20% of respondents are Good
 02% of respondents are Excellent
INTERPRETATION:
The data shows that the majority of respondents (58%) are neutral on the statement. This means
that most of the respondents neither agree nor disagree with the statement.
5.11 Table showing WLB impact on physical health and well being of respondents.

1 Strongly disagree 1 2%
2 Disagree 21 22%
3 Neutral 20 40%

4 Agree 16 32%
5 Strongly agree 2 4%
Total 50 100%
ANALYSIS:
 2% of respondents are Strongly agree

 22% of respondents are Disagree
 32% of respondents are Agree
INTERPRETATION:
The of respondents (40%) are neutral on the statement. This means that most of the respondents
neither agree nor disagree with the statement.
5.12 Table showing the supported your manager in achieving WLB of respondents.


2 Agree 29 58%
3 Neutral 20 40%
4 Disagree 0 0%
Total 50 100%
ANALYSIS:

 58% of respondents are agree
 0% of respondents are disagree
 0% of respondents are strongly disagree
INTERORETATION:

most of the respondents believe that the statement is true.
5.13 Table showing the opportunities for career growth of respondents.
Sl .no Particulars Respondents Percentages

1 Positive affected 7 14%
2 Negative 10 20%
affected
3 Neutral 31 62%
4 Impact 2 04%
Total 50 100%
ANALYSIS:
 14% of respondents are Positive affected

 20% of respondents are Negative affected
 04% of respondents are Impact

INTERPRETATION:
The data shows that the majority of respondents (62%) are neutral on the impact of the
statement. This means that most of the respondents believe that the statement has not had a
significant impact on them
5.14 Table showing the flexibility work of respondents.
Sl. No Particulars Respondents Percentage

2 Disagree 2 4%
3 Neutral 27 54%
4 Agree 20 40%
Total 50 100%
ANALYSIS:
 02% of respondents are Strongly Agree


INTERPRETATION:
The data shows that the majority of respondents (54%) are neutral on the agreement with the
statement. This means that most of the respondents neither agree nor disagree with the statement.
5.15 Table showing improving job satisfaction.

1 Yes 40 80%
2 No 10 20%
Total 50 100%
ANALYSIS:


INTERPRETATION:
The data shows that the majority of respondents (80%) believe that the statement is true. This
means that a large majority of the respondents believe that the statement is accurate.
5.16 Table showing rate of job satisfaction of respondents.
Sl.no Particulars Respondents Percentages

1 1 4 8%
2 2 7 14%
3 3 18 36%
4 4 19 38%
5 5 2 4%
Total 50 100
ANALYSIS:
 8% of respondents are 1


INTERPRETATION:
The data shows that the majority of respondents (36%) give ratings between 3 and 4, with 18%
giving a rating of 3 and 19% giving a rating of 4. This suggests that most respondents have a
neutral or slightly positive opinion on the topic.
5.17 Table showing WLB influence job satisfaction of respondents.
Sl .no Particulars Respondents Percentage

2 Agree 21 42%
3 Neutral 23 46%
4 Disagree 4 08%
Total 50 100

AANLYSIS:

INTERPRETATION:
The data shows that the majority of respondents (46%) are neutral on the statement. This means
that most of the respondents neither agree nor disagree with the statement.
5.18 Table showing leaving of job is stress or dissatisfaction of WLB of respondents.

1 Yes 37 74%
2 No 13 26%
Total 50 100%

ANALYSIS:

INTERPRETATION:
The majority of respondents (74%) answered "yes" to the question, indicating that they agree
with or support the statement being tested. A minority of respondents (26%) answered "no" to
the question, suggesting that they disagree with or oppose the statement being tested
5.19 Table showing improvement og WLB and job satisfaction of respondents.
Sl.no Particulars Respondents Percentage

1 Yes 30 60%
2 No 20 40%
Total 50 100%
ANALYSIS:


INTERPRETATION:
The data shows of 60% of respondents answered "yes" to the question. This suggests that a
majority of respondents agree with or support the statement being tested. 40% of respondents
answered "no" to the question. This suggests that a minority of respondents disagree with or
oppose the statement being tested.

CHAPTER – 6
FINDINGS, SUGGESTIONS, CONCLUSION
FINDINGS:
 A significant percentage of KSDL employees in Bangalore place importance on

achieving a work-life balance, as indicated by the desire for benefits like stress
management and remote work option.
 Employees in the age group of 30 to 40 are the majority. The study could explore
whether this age group is more likely to value work-life balance and if their job
satisfaction is influenced by it.
 The majority of employees are married, and this group may have different work-life
balance needs and job satisfaction compared to unmarried or divorced employees.
 The study could examine if employees with higher educational qualifications (e.g., those
with degrees or PG) have different job satisfaction levels based on their perception of
work-life balance.
 Marketing, finance, HRD, and manufacturing employees may have varying work-life
balance expectations and, consequently, different job satisfaction levels.
 The study could investigate whether the length of service in the company impacts an
employee's perception of work-life balance and job satisfaction.
 Employees who agree with statements related to work-life balance may have higher job
satisfaction, and this relationship could be explored in detail.
 The finding that stress management is the most important benefit may indicate that job
satisfaction is closely linked to stress levels and the ability to manage them.

 The study could delve into the impact of these statements on job satisfaction to
understand how employees' perceptions of work-life balance may influence their overall
job satisfaction.
 A majority of employees answering "yes" to a question suggests that most support the
statement being tested. This may correlate with higher job satisfaction
SUGGESTIONS:
 Even though the company is providing benefits to employees, some peoples are not all
are happy. So, I would like to suggest them to analyze what the employees are actually
expecting from the company.
 The survey based on the compliances provided by the company to the employees was job
satisfaction and some employees not satisfaction. So, I suggest to KSDL is, please
communicate with the employees regarding compliances and make them comfortable to
work in the organization.
 Majority of the representatives are satisfied with the WLB offered by the company. I
would like to suggest is, please maintain the same thing which would be satisfactory to
the employees.
 Based on the findings, offer practical recommendations for KSDL to improve work-life
balance and enhance overall job satisfaction among employees. These recommendations
should be actionable and aligned with the study's objectives.
 The study identifies a strong link between job satisfaction and flexible work options,
consider piloting or expanding flexible work arrangements to accommodate employees'
needs. I suggest that.
CONCLUSION:
The present study examined the relationship between work-life balance and job satisfaction
among KSBL employees in Bangalore. The findings shed light on the critical role that achieving
a healthy work-life balance plays in enhancing overall job satisfaction within this organization.

Our research revealed that a significant proportion of KSDL employees perceive work-life
balance as a crucial factor affecting their job satisfaction. When employees are able to effectively
manage the demands of their job alongside personal and family commitments, it has a positive
influence on their job satisfaction. They reported lower levels of stress, higher morale, and an
improved sense of overall well-being. One of the key factors contributing to this improved work-
life balance and job satisfaction is the availability of flexible work arrangements, which have
been embraced by KSDL. Flexible hours and remote work options empower employees to better
control their work schedules, reducing the conflict between professional and personal life. It was
also observed that initiatives and policies implemented by KSDL to support work-life balance,
such as childcare services, parental leave, and wellness programs, have been positively received
by employees. These initiatives have contributed to a more supportive and inclusive work
environment, fostering higher job satisfaction. While gender differences in work-life balance
perceptions were noted, KSDL is making concerted efforts to address these disparities by
promoting gender equality in work-related policies and practices. However, challenges still exist,
especially concerning job insecurity and the pervasive impact of technology in blurring work-life
boundaries. These challenges require ongoing attention and adaptation of policies to maintain a
healthy work-life balance for employees. In conclusion, our study highlights the significance of
work-life balance in enhancing job satisfaction among KSDL employees in Bangalore. By
fostering a work environment that supports and prioritizes work-life balance, KSDL can continue
to attract and retain a motivated, satisfied, and highly productive workforce. This not only
benefits employees' well-being but also positively impacts the organization's performance,
creating a win-win situation for all stakeholders involved. Further research and continued
adaptation of policies will be necessary to sustain and enhance these positive outcomes.

BIBILOGRAPHY:
 Annual reports of KS&DL

 Journals
 Articles
 Human Resource Management By Ashwatappa
 Web Sites:
www.mysoresandal.com
www.msilonline.com
http://ksdl.karnataka.gov.in>rti


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A STUDY ON WORK LIFE BALANCE AND IT’S IMPACT ON JOB SATISFACTION

OF KS&DL EMPLOYEE BANGALORE.

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

In the relentless pursuit of professional excellence, individuals find themselves ensnared in a

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

Job satisfaction is a positive emotional or pleasurable feeling.

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

components of a broader narrative. By examining the multifaceted nature of work-life balance,

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

STATEMENT OF THE PROBLEM:

NEED AND SIGNIFICANCE OF THE STUDY:

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

SCOPE OF THE STUDY:

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

Tools for analysis:

TOOLS AND TECHNIQUES:

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

“ Fully owned by Government of Karnataka (GOK)

3. Business enterprise desires to enhance the prevailing merchandise in quality.

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

VISION, MISSION & QUALITY POLICY

• To serve the National economy.

• To maintain Brand loyalty of clients.

• To promote purity and quality products.

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

. • Strive to layout and broaden merchandise which might be eco-friendly.

PRODUCT / SERVICE PROFILE

PRODUCTS FACTORY-MADE BY KS&DL

Mysore sandal classic (150grm)

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

Mysore sandal bath Trio (125grm)

Mysore sandal soap(17grm)

Mysore sandal gold soap (75 &125grm)

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

Mysore sandal baby soap (75grm)

Mysore jasmine soap(150grm)

Mysore sandal Millennium (150grm)

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

Mysore sandal Herbal Care soap(100&125grm)

Mysore sandal Rose soap(75&100grm)

Mysore sandal classic(75grm)

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

Mysore detergent cake (125,150&250grm)

Point excel Detergent powder(1kg)

Liquid detergent KLEENOL(250,500ML, 1 &5LITER)

DEPARMENT OF STUDIES AND RESEARCH IN BUSINESS ADMINITRATION

Mysore Detergent Powder (1kg)

Washing Half Bar (250gm)

Point Advanced liquid detergent (1liter)