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Organizations in the twenty first century are characterized by incessant changes, ambiguities and excessive pressure to enhance productivity. These steadfast changes disrupt the balance in the lives of employees causing confusion and stress. This is also incited by tremendous levels of competitiveness in the work domain posing new threats and problems to employees. The advancement in the technological sphere and new inventions has highly impacted the socio- cultural context by ushering multi- cultural life styles in Indian homes. Amidst all this, the constraining need for growth in all spheres, for employees as well as organizations has resulted in imbalance in the lives of the employees. The constant demands on their time and effort to stimulate productivity have created excessive stress and strain causing lop-sidedness between work and family life. Most employees either spend long working hours at their office or carry work home thereby compromising their quality of family life. Managing work-life balance has been the locust of industries, amidst the workers demanding nature of work and their endeavours in the age of information and technology. The fast-paced life, instant access in information pushes the person to do more rather than making him live with ease and comfort. The cosmos of work operates on a 24/7 basis supported by advanced technology that reduces the barrier between work and personal life. Work-Life Balance as stated is the stability represents the balancing of an individual’s life complexity and dynamism with environmental and personal resources such as family, community, employer, profession, economics, geography, information, personality or values (Crooker et el, 2002) In a broader sense Work-Life Balance can be described as the ‘fit’ between multiple roles in a person’s life (McCartney 2002). WORK LIFE BALANCE AND ITS IMPACT ON WOMEN : For a woman employee, both her work and familial domains are important and continuously struggle to do justice for the dual roles. Dedicating more time in one role often create negative outcomes on the other (Nair, 2010). Job and family demands are often incompatible that ignites the imbalance between the two domains. In India women employees previously were restrained to low profile or non- managerial positions. In contemporary times, there has been a transformation in the position of women which can be seen everywhere in the workplace. These revolutions in the work culture have ushered in enhancement of duties and roles for women employees towards their family, work and society holistically (Mathew &Panchanatham, 2009). Women prefer to have more self-care time in an attempt to find new meaning at their work place. Infect, women employees often commit to gain balance between personal and professional lives (Kirton, 2006). The participation of women in the workplace is undeniably enhancing yet their identity and work load is still related to childcare and familial responsibilities (ThilakshiKodagoda, 2010).When we say equal opportunities it does not mean women entering work force as equals. It also refers to the position that deserves as equal in the workplace.

In the contemporary times, work life balance has managed to acquire the locus of interest as it has become an issue for working women pursuing jobs and highly oriented in careers while having familial responsibilities. The purpose of this chapter is to explore the literature related to how women manage to balance their professional and personal domain with responsibilities assigned from both work and family. Striking balance between job demands and household tasks, childcare demands, elderly responsibilities has been portrayed as a tremendous barrier that prevents women from acquiring the right balance. By investigating the hurdles or issues women face, the factors affecting the work life balance, the strategies they imply, the support system they rely on, the future working women or mothers can efficiently comprehend how to manage both the life efficaciously.

The terms Work Life Balance has tremendously gained momentum in recent times as it is comprehensive to analyses and understand the problems and challenges faced by employees. Borah & Bagla, (2016) in their studies explained the constructs similar to work life balance are addressed by researchers using different methods to define it operationally and measure the construct accurately. Heather s. McMillan et al, (2011) suggested that the individual harmony and its consequences have created a harmony which is totally new and based on conflict and enrichment. The work based factor and family factors as suggested by Niharika and Supriya (2010) have contributed to work family balance. Work based factors are flexible timing option to work part time and work from home and the family related factors are childcare facility options of flexibility to take care of issues at home. Masako SETO et al, (2004) specifically examined the factors related to work and family conflict on depressive symptoms among working women living with children in a Japanese metropolis. The major factors revealed by vijayamani (2013) that influences the work life balance of women working in India faces roll conflict, lack of recognition at both the domain, organizational politics, gender biasness, elderly and childcare issues, quality of health often deteriorating, issues in time management and absence of proper social support.

Many research studies previously emphasized on the effects of workplace policies especially formal policies often labeled as “family- Friendly policies” such as maternity leave, paternity leave, workplace flexibility, crèches, rather than on informal policies such as positive supportive workplace culture and adequate supervisory support. (Chunta, K. S.2020; Evans, 2002; Ezra & Deckman, 1996; Marquart, 1991) Women in different fields and positions have different level of balance such as working women in IT sectors have less balanced life (Delian and Raya, 2013). Working women in educational sector with childcare responsibilities are having more difficulties in balancing professional lives. Women working in banking sectors experience more level of stress arising out of prolong working hours and other related factors that had a huge impact on their work life balance (Fernando and Jareena Umma, 2016). In corporate sector, women face tremendous imbalance due to factors such as work load, job nature, environment of the workplace, organizational support and financial demand (Jeyarathwnam, 2017)

The researcher applied the mixed method for the study. In this study, the researcher used the descriptive and exploratory research design for better understanding of the situation. The researcher selected total of 120 respondents from OIL, Duliajan and ONGC, Jorhat for primary data collection. The researcher collected the data using non probability sampling (convenience sampling). The data were collected over email, conversations telephone, also conducted face to face interviews. The respondents were given questionnaires to submit their opinions and express their perception on work life balance. The researcher used various forms of secondary sources like literature review, articles, journals and verified websites.

To redress the issue of Work Life Balance, it is pivotal to have a better understanding of factors impacting Work Life Balance (Mokana, 2016). There are many factors that impact immensely in maintaining the work life balance of women employees. According to reviewed sources, factor such as- time and work, stress, attitude towards job and family, lack of coordination from job and family, traveling issues, coping with familial demands, act as hindrances to WLB (Rathee and Bhuntel, 2019). Weekly working hours, duration of overtime and inflexible work routines are main factors which creates conflict between the two domains often kills time of doing activities related to family (Pahuja, 2017). Prolong working hours, childcare, familial and organizational support system has impact on the lives of married women employees work life balance (Fernando and JareenaUmma, 2016). Furthermore, work flow and inadequate staffing are more factors that cause hindrances to WLB. One of the prime aim of the study was to evaluate the factors influencing work life balance of women employees in  PSU’s namely ONGC Jorhat and OIL, Duliajan in Assam.

Table 1 indicates that Under Non Supportive Work Environment, superior’s dimension of ONGC women employees’ is 07(14.89 %) and 19(26.03 %) of OIL women employees which means female employees prefer relationship communication with their superior that helps them to accomplish their jobs. In ONGC, 08(17.02 %) and 16(21.92 %) have incompetent subordinates, 11(23.40 %) of ONGC women employees and 12(16.44 %) of OIL women employees have long working hours, 5(10.64 %) of ONGC Women employees and 4(05.48 %) of OIL women employees feels they have inadequate leave facilities, 06(12.77 %) of ONGC Women employees  and 09(12.33 %) of OIL employees have non supportive superiors, 04(08.51 %) of ONGC Women employees and 04(05.48 %) of OIL women employees have long commuting time to office, 06(12.77 %) of ONGC Women employees and 09(12.33 %)  of OIL employees mentioned about meeting after Office Time.

Table 1.Non Supportive Work Environment/Job Nature

Table.2 indicates poor Family and work support of women employees, 06(12.77 %) OF ONGC employees and 11(15.07 %) of OIL Women employees feels prevalence of Negative perceptions of superiors or subordinates about Work Life Balance practices, 10(21.28 %) of ONGC women employees and 13(17.81 %) of OIL women employees feel there is a lack of Gender Sensitive Work Life Balance Policy, 08(17.02 %) of ONGC Women employees and 07(09.59 %) of OIL women employees faces family related problems strain with Job, 06(12.77 %) of ONGC women employees and 09(12.33 %) of OIL women employees feels giving more personal space leads to Work Life Imbalance, 09(19.15 %) of ONGC women employees and 15(20.55 %) of OIL employees opines about having no Crèche facilities in the office, 03(06.38 %) of ONGC women employees and 7(09.59 %) of OIL women employees faces lack of family support, 5(10.64 %) of ONGC women employees and 11(15.07 %)of OIL women employees agrees that home identity role developed strongly among women.
Table 2 Poor Family and Work Support

Table.3 Indicates Working hours of women at workplaces, 10(21.28%) Of ONGC women employees and 18(24.66 %) Of OIL women employees opines having to work in weekends sometimes, 11(23.40 %)of ONGC women employees and 17(23.29 %) of OIL women employees have to check back with office on vacation, 15(31.91 %) of ONGC women employees and 21(28.77 %) of OIL women employees take work home often, 11(23.40 %) of ONGC women employees and 17(23.29 %) of OIL women employees stay connected to office through conference calls.
 Table 3 Working Hours

Name Of The Factors	Dimensions	Ongc Frequency	Ongc Percent		Oil Frequency	Oil Percent
3.Working Hours	Working In Weekends	10	21.28		18	24.66
	Check Back With Office On A Vacation	11	23.40		17	23.29
	Taking Work Home	15	31.91		21	28.77
	Connected To Office Through Conference Calls	11	23.40		17	23.29
	TOTAL		47	100	73	100

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