103573704 stress management 1

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TABLE OF CONTENTS

S.NO CONTENTS PG. NO.

LIST OF TABLES

LIST OF CHARTS

EXECUTIVE SUMMARY

1 INTRODUCTION 5

2 INDUSTRY PROFILE 10

3 REVIEW OF LITERATURE 16

4 OBJECTIVES OF THE STUDY 18

5 SCOPE OF THE STUDY 20

6 LIMITATIONS OF THE STUDY 22

8 RESEARCH METHODOLOGY 24

9 DATA ANALYSIS & INTERPRETATIONS 33

10 FINDINGS 63

11 SUGGESTIONS 66

12 CONCLUSION 68

BIBLIOGRAPHY I

APPENDIX IV


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LIST OF TABLES

TABLE

NO.TITLE

1.1 DEPARTMENTT WISE CLASSIFICATION OF

EMPLOYEES

1.2 AGE WISE CLASSIFICATION OF EMPLOYEES

1.3 GENDER WISE CLASSIFICATION OF EMPLOYEES

1.4 CLASSIFICATION ON EDUCATIONAL

QUALIFICATION

1.5 MANAGEMENT LEVEL CLASSIFICATION OFEMPLOYEES

1.6 WORK EXPERIENCE WITH SRLPP(P)LTD

1.7PHYSICAL WORKING CONDITION OF THE

ORGANIZATION

1.8PSYCHOLOGICAL WORKING CONDITION OF THE

ORGANIZATION

1.9 TRAINING PROGRAMS CONDUCTED IN THE

ORGANIZATION

1.10 PAY PACKAGE PROVIDED BY THE ORGANIZATION

1.11 NATURE OF JOB

1.12 COMPLETION OF WORK IN TIME

1.13 WORK OVERLOAD

1.14 STRESS IN JOB

1.15 KIND OF STRESS IN JOB AMONG DIFFERENT AGE

GROUP


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1.16 STRESS CAUSING FACTORS AMONG DIFFERENT

LEVELS OF EMPLOYEES

1.17 LEVEL OF STRESS

1.18 KIND OF INCONVENIENCE

1.19PREFERENCE FOR INDIVIDUAL COPING

STRATEGIES

1.20 KIND OF INDIVIDUAL COPING STRATEGIES

1.21 ORGANIZATION COPING STRATEGIES

1.22 AGE Vs LEVEL OF STRESS

1.23 AGE Vs PHYSICAL INCONVENIENCE

1.24 EMPLOYEE LEVEL Vs STRESS LEVEL

1.25WEIGHTED AVERAGES FOR THE LEVEL OF STRESS

AMONG THE EMPLOYEES OF VARIOUS

DEPARTMENTS


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LISTOF CHARTS

CHART

NO.TITLE

1.1DEPARTMENT WISE CLASSIFICATION OF

EMPLOYEES

1.2 AGE WISE CLASSIFICATION OF EMPLOYEES

1.3 GENDER WISE CLASSIFICATION OF EMPLOYEES

1.4 CLASSIFICATION ON EDUCATIONAL QUALIFICATION

1.5 MANAGEMENT LEVEL CLASSIFICATION OF

EMPLOYEES

1.6 WORK EXPERIENCE WITH SRLPP(P)LTD

1.7PHYSICAL WORKING CONDITION OF THE

ORGANIZATION

1.8 PSYCHOLOGICAL WORKING CONDITION OF THE

ORGANIZATION

1.9 TRAINING PROGRAMS CONDUCTED IN THE

ORGANIZATION

1.10 PAY PACKAGE PROVIDED BY THE ORGANIZATION

1.11 NATURE OF JOB

1.12 COMPLETION OF WORK IN TIME

1.13 WORK OVERLOAD

1.14 STRESS IN JOB

1.15 KIND OF STRESS IN JOB AMONG DIFFERENT AGE

GROUP


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1.16STRESS CAUSING FACTORS AMONG DIFFERENT

LEVELS OF EMPLOYEES

1.17 LEVEL OF STRESS

1.18 KIND OF INCONVENIENCE

1.19 PREFERENCE FOR INDIVIDUAL COPING STRATEGIES

1.20 KIND OF INDIVIDUAL COPING STRATEGIES

1.21 ORGANIZATION COPING STRATEGIES


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1. INTRODUCTION

IMPORTANCE OF THE STUDY

20TH century has been regarded as the period of incredible change in

human history. Philosophers and scientists have been various names to this period. Peter

Drucker has called it The Age of Discontinuity, John Galbraith has called it The Age

of Future Shock and Hari Albrecht called it The Age of Anxiety.

Stress has become the 21 century buzz word, from the high pervading corporate

echelons to the bassinets of teaching infants nurseries we find this world liberally used.

Stress is part of modern life. Various events in life cause stress, starting with the birth of

a child and enduring with the death of a dear one.

Urbanization, industrialization and the increase scale of operations in society are

some of the reasons for rising stress. It is an inevitable consequence of socio-economic

complexity and to some extent, its stimulant as well. People experience stress as they can

no longer have complete control over what happen in their lives. The telephone goes out

of order, power is shut down, water supply is disrupted, children perform poorly at school

etc, we feel frustrated and then stressed.

The word stress is derived from a Latin word stringere, meaning to draw

tight. From the view point of physical sciences, the phenomena of stress are evident in all

materials when they are subjected to force, pressure, strain or strong -front. Everymaterial steel, rock or wood has its own limit up to which it can withstand stress without

being damaged. Similarly human beings can tolerate certain level of stress. Stress is

highly individualistic in nature. Some people have high levels of stress tolerance for

stress and thrive very well in the face of several stressors in the environment. In fact,

some individuals will not perform well unless they experience a level of stress which

activates and energizes then to put forth their best results.

For every individual there is an optimum level of stress under which he or she

will perform to full capacity. If the stress experience is below the optimum level, then the

individual gets bored, the motivational level of work reaches a low point and it results to

careless mistakes, forgetting to do things and thinking of things other than work during

work hours and also leads to absenteeism which may ultimately lead to turnover. If on the

other hand, stress experience is above the optimum level, it leads to too many conflicts


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with the supervisor or leads to increase of errors, bad decisions and the individual may

experience insomnia, stomach problems, and psychosomatic illness.

The present world is fast changing and there are lots of pressures and demands

at work. These pressures at work lead to physical disorders. Stress refers to individuals

reaction to a disturbing factor in the environment. It is an adaptive response to certain

external factor or situation or what can be called environmental stimuli as reflected in an

opportunity, constraint, or demand the outcome of which is uncertain but important. In

short stress is a response to an external factor that results in physical, emotional,

behavioral deviations in a person.

Stress is an all pervading modern phenomenon that takes a heavy toll of human

life. Different situations and circumstances in our personal life and in our job produce

stress. Those can be divided into factors related to the organization and factors related to

the person which include his experience and personality traits. Job related factors arework overload, time pressures, poor quality of supervision, insecure political climate, role

conflict and ambiguity, difference between company values and employee values. Person

related factors are death of spouse, or of a close friend, family problems, change to a

different line of work, prolonged illness in the family, change in social activities, eating

habits, etc.,

Personality traits are Type A personality. They are impatient, ambitious,

competitive, aggressive, and hardworking. They set high goals and demands of

themselves and others. And they are particularly prone to stress inducing anticipatory

emotions such as anxiety.


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REMEDIES TO REDUCE STRESS

There are two major approaches to reduce stress. They are,

Individual approaches Organizational approaches

INDIVIDUALAPPROACHES

An employee can take individual responsibility to reduce his/her stress level.

Individual strategies that have proven effective include, implementing time management

techniques, increasing physical exercise, relaxation training, and expanding the social

support network.

Time managementMany people manage their time very poorly. Some of well known time

management principles include,

o Making daily list of activities to be accomplishedo Scheduling activities according to the priorities seto Prioritizing activities by importance and urgencyo Knowing your daily cycle and handling the most demanding parts of your

job.

Physical exercisePracticing non-competitive physical exercises like aerobics, race

walking, jogging, swimming, and riding a bi-cycle.

Relaxation trainingRelaxation techniques such as meditation, hypnosis and bio-feedback.

The objective is to reach in state of deep relaxation, where one feels physically relaxed,

somewhat from detached from the immediate environment. Fifteen or twenty minutes a

day of deep relaxation releases tension and provides a person with a pronounced sense of

peacefulness.

Social supportHaving families, friends or work colleagues to talk provides an outlet,

when stress levels become excessive. So expand your social support network that helps

you with someone to hear your problems.


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ORGANIZATIONAL APPROACHES

Several of the factors that cause stress particularly task and role demands and

organizations structure are controlled by management. As such they can be modified or

changed. Some of the strategies that management want to consider include improved

personal self section and job placement, use of realistic goal setting, redesigning of jobs,

improved organizational communication and establishment of corporate wellness

programmes.

Certain jobs are more stressful than others. Individual with little experience

or an external lower of control tend to be more proven to stress. Selection and placement

decisions should take these facts into consideration. Goal setting helps to reduce stress. It

also provides motivation. Designing jobs to give employees more responsibility, more

meaningful work, more autonomy, and increased feedback can reduce stress, becausethese factors give the employee greater control over work activities and lessen

dependence on others.

Increasingly formal organizational communication with employees reduces

uncertainly by lessency role ambiguity and role conflict. Wellness program, say,

employee counseling form on the employees total physical and mental condition. They

typically proud work ships to help people quit smoking, control alcohol usage, eat better

and develop a regular exercise program.

Another remedy for reducing stress is cognitive restructuring. It involves

two step procedures. First irrational or maladaptive thought processes that create stress

are identified. For example Type A individuals may believe that they must be successful

at everything they do. The second step consists of replacing these irrational thoughts with

more rational or reasonable ones.

One important remedy to reduce stress is the maintenance of good sleep.

Research conducted on laboratory specimen to have met with startling discoveries. Sleep

starved rats have developed stress syndrome. The amount of sleep one requires varies

from person to person and is dependent on ones lifestyle. The American National Sleep

Foundation claims that a minimum of eight hours of sleep is essential for good health.

Generally studies shows that young adults can manage with about 7-8 hours. After the

age of 35, six hours of sleep is sufficient whereas people over 65 years may just need

three or four hours.


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2. INDUSTRY PROFILE

KST is a global IT solutions provider leading the offshore revolution with its cutting-

edge services that provide support and impetus to emerging & established businesses in

the areas of IT consulting, product engineering, social networking, custom software

development, application integration and maintenance. With its signature innovative

approach to technology solutions, KST has effectively leveraged the market presence &

profitability for clients hailing from backgrounds as diversified as entertainment houses,

educational institutions, healthcare industries, financial organizations, travel companies

and regional communities, among others.

Right since its inception KST has dominated the booming Indian services sector through

repeated excellence in empowering the IT community with progressive technological

developments. Through our cost-effective solutions, entertainment and social networking

communities worldwide have been consistently enjoying record success and increased

productivity, generating measurable ROI's that speak volumes about our proficiency.

Mission

To lead in the various avenues of Software Outsourcing market, implement novel ideas in

project development and deliver cost effective and required solutions to its prospective

clients.

Vision

To earn global admiration as an IT Outsourcer, by building and maintaining long lasting

relationship with people and technology and deliver functional software and excellent

services.


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Value

We cherish and nurture our values and interactions with all our employees and clients.

We have high regards for individual value which creates a transparent atmosphere

ensuring outstanding teamwork and rapport, built within the company. We promise to

live up to our values.

Our values reflect in:

Bonding relationship with clients

Client Intimacy Confidentiality with respect to work Reflective atmosphere Integrity expressed Independent business objectives

WHY US

This page demonstrates Kalam Software Technology strengths that distinguish us among

our competitors.

Experience and Expertise

Having worked on numerous projects, Kalam Software Technology has gained

unmatched business and technological expertise. We have built a large database ofknowledge that we apply to deliver solutions that meet customers' needs, expectations

and budget.


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Business Experience

Kalam Software Technology has over 5 years experience in providing professional web

development services for clients across the globe. We have successfully completed

hundreds of projects of different sizes and complexity in various business and technology

domains. Capitalizing on the accumulated experience Kalam Software Technology

provides full-cycle services ranging from business analysis and consulting to project

implementation and support.

Vertical and Domain Expertise

Our rich business domain experience enables us to speak the same language with

customers and understand their business needs easily. Our knowledge stretches fromapplication design, development and integration to operating key processes. This

knowledge base and experience help us save clients' precious time and deliver the right

solution for every specific situation.

Technology Competence

Our unique competence in various technologies enables us to deliver integrated, scalable,

robust solutions with the optimal cost/performance ratio. Our Tech Lab constantly

conducts research on new technology products to meet the ever-growing customer needs.

Commitment to Quality

While retaining competitive rates we never compromise the quality of our services. A

dedicated quality assurance department monitors project activities at all developmentphases and guarantees defect prevention, project risk mitigation and high quality results.

Personnel Quality

The quality of our people makes us stand out. We hire and retain only the best

professionals. At Kalam Software Technology we set up a thorough personnel selection


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process and a challenging environment to grow and improve our large resource pool of

top-notch experts.

Process Quality

Kalam Software Technology follows a proven development methodology on every

project we undertake. We implement the best industry standards and practices like RUP

or Agile Methodology depending on project size and complexity. These standards and

Kalam Software Technology's experience guarantee outstanding results and allow us to

better serve clients with regards to cost, quality and timeframes.

Customer-Focused Approach

Kalam Software Technology is a client-centric organization. We make it our business to

understand and help our clients to achieve their business goals.

Individual Approach

We thoroughly study each customers case. Depending on project requirements we

engage a dedicated team of business analysts to analyze and understand clients' specific

objectives and needs to find the solutions that meet them.

Easy Communication

We understand that effective communication is crucial for success of any project. We

establish a productive customer communication environment providing all the required

resources. All our employees who are engaged in commutation with customers speakfluent English.

Delivering Business Value

Delivering exceptional business value to clients is the primary goal at Kalam Software

Technology. This requires more than just focusing on the software development process.


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This way we can offer our clients technology solutions that add real value to their

business. Its simple we understand that our success is measured by success of our

clients.

We never stop improving our services, including development technologies, engineering

practices, management methods and QA standards to improve team capabilities and

increase customer satisfaction


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REVIEW OF LITERATURE

Stress may be referred to as an unpleasant state of emotional and

physiological arousal that people experience in situations that they perceive as dangerous

or threatening to their well-being. The word stress means different things to different

people. Some people define stress as events or situations that cause them to feel tension,

pressure, or negative emotions such as anxiety and anger. Others view stress as the

response to these situations. This response includes physiological changessuch as

increased heart rate and muscle tensionas well as emotional and behavioral changes.

However, most psychologists regard stress as a process involving a persons

interpretation and response to a threatening event.

Stress is a common experience. We may feel stress when we are very busy, have

important deadlines to meet, or have too little time to finish all of our tasks. Often people

experience stress because of problems at work or in social relationships, such as a poor

evaluation by a supervisor or an argument with a friend. Some people may be particularly

vulnerable to stress in situations involving the threat of failure or personal humiliation.

Others have extreme fears of objects or things associated with physical threatssuch as

snakes, illness, storms, or flying in an airplaneand become stressed when they

encounter or think about these perceived threats.

Major life events, such as the death of a loved one, can cause severe stress. Stress

can have both positive and negative effects. Stress is a normal, adaptive reaction to threat.

It signals danger and prepares us to take defensive action. Fear of things that pose

realistic threats motivates us to deal with them or avoid them. Stress also motivates us to

achieve and fuels creativity. Although stress may hinder performance on difficult tasks,

moderate stress seems to improve motivation and performance on less complex tasks. Inpersonal relationships, stress often leads to less cooperation and more aggression.

If not managed appropriately, stress can lead to serious problems. Exposure to chronic

stress can contribute to both physical illnesses, such as heart disease, and mental

illnesses, such as anxiety disorders. The field of health psychology focuses in part on how


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stress affects bodily functioning and on how people can use stress management

techniques to prevent or minimize disease.

WHAT IS STRESS?

Whilst there is little disagreement about the prevalence of stress there is considerable

debate about what the word (stress) actually refers to. In ordinary conversation we seem

to be willing to apply the word to both cause and effect. In other words, the common

sense view of stress is that it is a combination of external stressors and our response in

the early and highly influential research of Selye (1936).

Stress is as the result of an interaction between an individuals emotional,

intellectual, social, and physical resources and the demands on him or her. Marshall &Cooper (1981) argue that stress is a different phenomenon form pressure. Stress is

something more than mere pressure. It carries strong overtones of the breakdown of

normal human performance. In an earlier work, Cooper & Marshall, (1978), the same two

authors concluded that stress is essentially individually defined and must be understood

with reference to characteristics of both the individual and his environment, as it is the

outcome of the two (p.4)

The following are the various definitions of the term stress:

A. Stress is the excitement, feeling of anxiety, and/or physical tension that occurs when

the demands placed on an individual are thought to exceed his ability to cope. This most

common view of stress is often called distress or negative stress. The physical or

psychological demands from the environment that cause this condition are called

stressors. (Hellriegel & Slocum, 2004)

B. Holmes & Rahe,(1967) defined stress as a stimulus event that presents unusual

demands.

C. It is defined by Ganster and Murphy (2000) as a form of strain provoked in response

to situational demands labeled stressors which occur when jobs are simultaneously high

in demands and low in control.


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D. Is an adaptive response, mediated by individual differences and/or psychological

processes, that is, a consequence of any external (environment) action, situation, or event

that places excessive psychological and/or physical demands on a person. (Weihrich and

Koontz, 1993)

E. Stress is the mental or physical condition that results from a perceived threat of danger

(physical or emotional) and the pressure to remove it. (Leslie & Lloyd, 1977)

F. Selye (1976) define stress as the bodily response we make to the troublesome event.

G. Stress is any circumstances or transactions with the environment that threaten or are

perceived to threaten our well-being and thereby tax our adaptive capacities. (Weiten,

1986).

H. An adaptive response, moderated by individual differences, that is a consequence of

any action, situation, or event and that places special demands on a person. (Ivancevich,

Konopaske and Matteson, 1987)I. Stress (psychology), an unpleasant state of emotional and physiological arousal that

people experience in situations that they perceive as dangerous or threatening to their

well-being. (Auerbach et al, 2007 / Encarta 2008)

J. In physics, stress refers to the external force applied to an object for example, a

bridge girder. The response is strain, which is the impact the force has on the girder.

K. Stress is defined as a nonspecific response of the body to a stimulus or event

(stressor).

Under a general model of the stress response, when an individual experiences a stressor,

the stressor will lead to a physiological response, one that can be measured by several

indicators, such as elevated heart rate. In related literature, the term stress is used to

refer to this physiological response. Stressors vary in form and can include extreme

temperature or lighting, time pressure, lack of sleep, and exposure to threat or danger,

among others. All stressors, however, tend to produce similar physiological responses

within the body. (Selye, 1956)

Transactional model of stress championed by Richard Lazarus and his colleagues

(Holroyd & Lazarus, 1982; Lazarus & Folkman, 1984) - A theory that proposes that the

experience of stress depends on ones subjective appraisal of events. Thus, stress is

neither a stimulus nor a response but a stimulus-response transaction.


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Lazarus emphasizes that the experience of stress is highly personal & subjective,

depending on how people appraise the events they encounter. From the above definitions

of the term stress, stress means different things to different people. From a laypersons

perspective, stress can be described as feeling tense, anxious, or worried. The term stress

itself has been defined in literally hundreds of ways in the literature. Virtually all of the

definitions can be placed into one of the two categories, however; stress can be defined as

either a stimulus or a response.

A stimulus definition treats stress as some characteristic or event that may result in a

disruptive consequence. In a response definition, stress is seen partially to some stimulus,

called a stressor. A stressor is a potentially harmful or threatening external event or

situation. In a response definition, stress is the consequence of the interaction between an

environmental stimulus (a stressor) and the individuals response. That is, stress is theresult of a unique interaction between stimulus conditions in the environment and the

individuals predisposition to respond in a particular way.

In a nutshell it is useful to view stress as the response a person makes and to identify

stimulus conditions (actions, situations, events) as stressors. Stress is the consequence of

the interaction between and environmental stimulus (stressor) and the individuals

response.

General Principles of Stress by Richard Lazarus I. Stress may be either physical or

psychological: Examples of physical stress include infections, exposure to excessive heat

or cold failure to get adequate sleep, and pain. Examples of psychological stress include

arguing with your spouse, starting a new job, staring at a stack of bills you are unable to

pay, and being lonely.

II. Physical and psychological stress may overlap and interact: although it is convenient

to distinguish between physical and psychological stress, you should not think of these

two types of stress as being altogether independent.

They may overlap in that a single event, such as being wounded in combat, can produce

both physical and psychological stress. Furthermore, there is evidence (Friedman, Ader &

Glasgow, 1965) that physical and psychological stressors may function interactively.


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III. The appraisal of stress is not necessarily objective: when under threat, people

respond emotionally and seem particularly prone to deviate from objective and rational

modes of thought (Folkman, Schaefer & Lazarus, 1979).

IV. Stress may be self-imposed: we tend to think of stress as something imposed on us

from without by others and their demands. Surprisingly often, however, it would seem

appropriate to characterize stress as self-imposed. For example, you might put pressure

on yourself to get good grades or to climb the corporate ladder rapidly. These overly high

expectations often lead to perceptions of failure and feelings of disappointment.

V. Our response to stress is complex and multidimensional: stress affects us at several

levels. It tends to produce changes in our emotions, our physiology, and our behavior.

VI. The effects of stress may be cumulative or additive: it had long been suspected that

stress has cumulative effects along the lines of the fabled strawthat broke the camels

back. Recent evidence (Kanner, Coyne, Schaefer & Lazarus, 1981) that little everyday

hassles can add up to damage ones health appears to confirm that suspicion. For

example, you might be experiencing stress of moderate intensity at home, at school and at

work. Coping with each source of stress singly, you might be able to handle things

without great difficulty. But collectively, the stress in these three areas of your life might

be overwhelming. Moreover, it appears that the stressful events do not have to take place

at the same time in order to have additive effects. The evidence suggests that a series of

stressful events, following closely on one another, may also have cumulative effects.

SOURCES OF STRESS (Auerbach et al, 2007 / Encarta 2008)

The circumstances that cause stress are called stressors. Stressors vary in severity and

duration. For example, the responsibility of caring for a sick parent may be an ongoing

source of major stress, whereas getting stuck in a traffic jam may cause mild, short-term

stress. Some events, such as the death of a loved one, are stressful for everyone. But in

other situations, individuals may respond differently to the same eventwhat is a

stressor for one person may not be stressful for another. For example, a student who is

unprepared for a chemistry test and anticipates a bad grade may feel stress, whereas a

classmate who studies in advance may feel confident of a good grade. For an event or


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situation to be a stressor for a particular individual, the person must appraise the situation

as threatening and lack the coping resources to deal with it effectively. Stressors can be

classified into three general categories: catastrophic events, major life changes, and daily

hassles. In addition, simply thinking about unpleasant past events or anticipating

unpleasant future events can cause stress for many people.

a) Catastrophes

A catastrophe is a sudden, often life-threatening calamity or disaster that pushes people to

the outer limits of their coping capability. Catastrophes include natural disasterssuch as

earthquakes, tornadoes, fires, floods, and hurricanesas well as wars, torture, automobile

accidents, violent physical attacks, and sexual assaults. Catastrophes often continue to

affect their victims mental health long after the event has ended. For example, in 1972 a dam burst and flooded the West Virginia mining town of Buffalo Creek, destroying the

town. Two years after the disaster, most of the adult survivors continued to show

emotional disturbances. Similarly, most of the survivors of concentration camps in World

War II (1939-1945) continued to experience nightmares and other symptoms of severe

emotional problems long after their release from the camps.

b) Major Life Changes

The most stressful events for adults involve major life changes, such as death of a spouse

or family member, divorce, imprisonment, losing ones job, and major personal disability

or illness. For adolescents, the most stressful events are the death of a parent or a close

family member, divorce of their parents, imprisonment of their mother or father, and

major personal disability or illness. Sometimes, apparently positive events can have

stressful components. For example, a woman who gets a job promotion may receive a

higher salary and greater prestige, but she may also feel stress from supervising

coworkers who were once peers. Getting married is usually considered a positive

experience, but planning the wedding, deciding whom to invite, and dealing with family

members may cause couples to feel stressed.


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c) Daily Hassles

Much of the stress in our lives results from having to deal with daily hassles pertaining to

same hassles every day. Examples of daily hassles include living in a noisy

neighborhood, commuting to work in heavy traffic, disliking ones fellow workers,

worrying about owing money, waiting in a long line, and misplacing or losing things.

When taken individually, these hassles may feel like only minor irritants, but

cumulatively, over time, they can cause significant stress. The amount of exposure people

have to daily hassles is strongly related to their daily mood. Generally, the greater their

exposure is to hassles, the worse is their mood. Studies have found that ones exposure to

daily hassles is actually more predictive of illness than is exposure to major life events.

EFFECTS OF STRESS

Negative effects

A. Impairment of cognitive functioning: a moderately common effect of stress is

impairment of ones mental functioning. In some people, stress may lead to a narrowed

form of attention, reduced flexibility in thinking, poor concentration and less effective

memory storage. Such effects are far from inevitable. (Mandler, 1979)

B. Shock and disorientation: severe stress can leave people dazed and confused.

(Horowitz, 1979) In these states, people tend to feel emotionally numb and they respond

in a flat, apathetic fashion to events around them. They often stare off into space and have

difficulty maintaining a coherent train of thought. Their behavior frequently has an

automatic, rigid, stereotyped quality.

C. Burnout: burnout is a buzzword for the eighties. This is a stress-related syndrome

wherein ones behavior comes to be dominated by feelings of physical, mental and

emotional exhaustion. The physical exhaustion includes chronic fatigue, weakness, and

low energy. The emotional exhaustion refers to feeling hopeless, helpless, trapped, and

emotionally drained. The mental exhaustion is manifested in highly negative attitudes

toward oneself, ones work, and life in general.

D. Disruption of social relations: there is one evidence that stress can lead to deterioration

in ones normal social relations. The effect of stress on interpersonal behavior has not

attracted much attention. However, researchers working with Vietnam veterans suffering


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from the delayed stress response syndrome (also called posttraumatic stress disorder)

observed disruptions in social functioning with some regularities. These disruptions

include feeling of alienation, difficulties in relating to spouses and friends, and

impairments in the capacity to love and trust others. (Blank, 1982; Shatan, 1978) Delayed

Stress Response Syndrome: dysfunctional behavior attributed to exposure to significant

stress, which emerges only after the stress has been alleviated.

E. Psychological Problems and Disorders: on the basis of clinical impressions,

psychologists have long believed that stress might be a key factor in the causation of

many kinds of psychological problems and mental illness. In the domain of common

psychological problems, it is clear that stress may contribute to poor academic

performance, insomnia, sexual difficulties, drug abuse, excessive anxiety, nervousness,

dejection, and depression. Above and beyond these everyday problems we have

evidence that stress frequently plays a role in the onset of full-fledged psychologicaldisorders.

F. Physical problems and illness: the existence of a connection between stress and certain

kinds of physical illness has long been recognized. Examples of illnesses that have long

been viewed as stress-related are asthma, hypertension, migraine headache, and ulcers.

Positive effects

The beneficial effects of stress are more difficult to pinpoint than the harmful effects

because they tend to be more subtle.

First, we would probably experience a suffocating level of boredom if we lived a stress-

free existence. Life would be very dull indeed if it were altogether devoid of challenge.

There is evidence (Suedfeld, 1979) that an intermediate level of stimulation and

challenge tends to be optimal for most people. Although most of us think of stress in

terms of stimulus overload, it is clear that underload can be extremely unpleasant as well.

Second, stress may frequently promote personal growth. Basically, personal growth

refers to movement toward greater psychological health. Stress must sometimes force us

to develop new skills, learn new insights, and acquire new strengths. In other words, the

adaptation process initiated by stress may often lead to personal changes for the better.


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Confronting and conquering a stressful challenge may lead to improvement in a specific

coping abilities and to favourable alternative in ones self-concept.

Third, todays stress can inoculateus so that we are less affected by tomorrows stress.

If stressful experience is moderate in intensity and does not overwhelm us, it may

increase our subsequent stress tolerance. Thus, a fellow who has previously endured

businesss setbacks may be much better prepared than most people to deal with the fact

that the bank is about to foreclose on his home. In light of the negative effects that stress

can have, improved stress tolerance is a desirable outcome.


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OBJECTIVESOFTHESTUDY

Primary objective:

To undergo an in-depth study about the stress among the employees of SriRamalingeswara Paper Products (P) Ltd.

Secondary objective:

To identify the factors causing stress among the employees.

To find out the level and kind of stress among the employees of different agegroups.

To study about the effects of stress on employees in Sri Ramalingeswara PaperProducts (P) Ltd.

To identify the coping strategies to manage stress.


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SCOPE OF THE STUDY

The present world is fast changing and there are lots of pressures and demands

at work. These pressures at work lead to physical disorders. Stress refers to individuals

reaction to a disturbing factor in the environment. Hence this study would help the

organization to know the factors of stress and to reduce the stress in employees. Since it

is a well known fact that healthy employee is a productive employee.


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LIMITATIONS OF THE STUDY

In spite of the precautions, vigilance and scrupulousness

taken by the investigator to make the study objective, it cannot be denied that there are

certain limitations.

The employees were reluctant to give correct information.Even though the employees gave correct information during the

unstructured interview conducted, they gave positive answer while

answering the questionnaire.

The investigator intended to cover only few areas of stress relevant tothe proposed study.

As the study was done within a limited time, investigator could notselect a sufficiently large sample for the study.


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RESEARCH METHODOLOGY

Development of methods and systems for the advancement of human knowledge on a

wide variety of scientific matters of our world and the universe. Research can use the

scientific method, but need not do so Research is defined as human activity based on

intellectual application in the investigation of matter. The primary purpose for applied

research is discovering, interpreting, and the

Scientific research relies on the application of the scientific method, a harnessing of

curiosity. This research provides scientific information and theories for the explanation of

the nature and the properties of the world around us. It makes practical applications

possible. Scientific research is funded by public authorities, by charitable organisations

and by private groups, including many companies. Scientific research can be subdivided

into different classifications according to their academic and application disciplines.

Research methodology is a way to systematically solve the research problem. The

research methodology in the present study deals with research design, data collection

methods, sampling methods, survey, analysis and interpretations.

APPROACHES TO RESEARCHDescriptive approach is one of the most popular approaches these days. In this

approach, a problem is described by the researcher by using questionnaire or schedule.

This approach enables a researcher to explore new areas of investigation.
http://en.wikipedia.org/wiki/Knowledgehttp://en.wikipedia.org/wiki/Epistemologyhttp://en.wikipedia.org/wiki/Scientific_methodhttp://en.wikipedia.org/wiki/Humanhttp://en.wikipedia.org/wiki/Intellectualhttp://en.wikipedia.org/wiki/Matterhttp://en.wikipedia.org/wiki/Discovery_(observation)http://en.wikipedia.org/wiki/Interpretation_(logic)http://en.wikipedia.org/wiki/Scientific_methodhttp://en.wikipedia.org/wiki/Curiosityhttp://en.wikipedia.org/wiki/Sciencehttp://en.wikipedia.org/wiki/Naturehttp://en.wikipedia.org/wiki/Propertyhttp://en.wikipedia.org/wiki/Propertyhttp://en.wikipedia.org/wiki/Naturehttp://en.wikipedia.org/wiki/Sciencehttp://en.wikipedia.org/wiki/Curiosityhttp://en.wikipedia.org/wiki/Scientific_methodhttp://en.wikipedia.org/wiki/Interpretation_(logic)http://en.wikipedia.org/wiki/Discovery_(observation)http://en.wikipedia.org/wiki/Matterhttp://en.wikipedia.org/wiki/Intellectualhttp://en.wikipedia.org/wiki/Humanhttp://en.wikipedia.org/wiki/Scientific_methodhttp://en.wikipedia.org/wiki/Epistemologyhttp://en.wikipedia.org/wiki/Knowledge


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RESEARCH DESIGN

A research design is the arrangement of conditions for collection and analysis of

data in a manner that aims to combine relevance to the research purpose with economy in

procedure.

A well structured questionnaire is framed. Data is collected from the employees in Sri Ramalingeswara Paper products (p)

Ltd.

Findings are made and necessary suggestions and recommendations are given.


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DATA SOURCES

There are two types of data collection namely primary data collection and

secondary data collection.

PRIMARY DATA

The primary data is defined as the data, which is collected for the first time and fresh in

nature, and happen to be original in character through field survey.

Primary data collection, you collect the data yourself using methods such as interviews

and questionnaires. The key point here is that the data you collect is unique to you andyour research and, until you publish, no one else has access to it.

There are many methods of collecting primary data and the main methods include:

questionnaires interviews

focus group interviews observation case-studies diaries critical incidents portfolios.


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SECONDARY DATA

The secondary data are those which have already been collected by someone

else and have been passed through statistical process. The secondary data for this study

are already available in the firm's internal records, annual report, broachers, and

company's website.

In research, Secondary data is collecting and possibly processing data by people other

than the researcher in question. Common sources of secondary data for social science

include censuses, large surveys, and organizational records (Mintel). In sociology

primary data is data you have collected yourself and secondary data is data you have

gathered from primary sources to create new research. In terms of historical research,

these two terms have different meanings. A primary source is a book or set of archival

records. A secondary source is a summary of a book or set of records.

Advantages to the secondary data collection method are - 1) it saves time that would

otherwise be spent collecting data, 2) provides a larger database (usually) than what

would be possible to collect on ones own However there are disadvantages to the fact that

the researcher cannot personally check the data so it's reliability may be questioned.

DATA COLLECTION METHOD

The data collection method used in this research is survey method. Here the

data are systematically recorded from the respondents.

RESEARCH TOOL

A structured questionnaire has been prepared to get the relevant information from

the respondents. The questionnaire consists of a variety of questions presented to the

respondents for their despondence. The various types of questions used in this survey

are:

Open ended questions Closed ended questions
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Multiple choice questionsSAMPLING-MEANING

Sampling is that part of statistical practice concerned with the selection of individual

observations intended to yield some knowledge about a population of concern, especially

for the purposes of statistical inference. Each observation measures one or moreproperties (weight, location, etc.) of an observable entity enumerated to distinguish

objects or individuals. Survey weights often need to be applied to the data to adjust for

the sample design. Results from probability theory and statistical theory are employed to

guide practice.

The sampling process comprises several stages:

Defining the population of concern

Specifying a sampling frame, a set of items or events possible to measure Specifying a sampling method for selecting items or events from the frame Determining the sample size Implementing the sampling plan Sampling and data collecting Reviewing the sampling process

SAMPLE UNIT

The employees of SRI RAMALINGESWARA PAPER PRODUCTS (P) LTD are

the sample unit in the survey.

SAMPLE SIZE

The sample size chosen for this study is 100.

HR & TRAINING - 20PRODUCTION& DEVELOPMENT - 40

QUALITY CONTROL - 10

ACCOUNTS & LIASION - 10

MARKETING - 20

----------

100
http://en.wikipedia.org/wiki/Statisticalhttp://en.wikipedia.org/wiki/Population_(statistics)http://en.wikipedia.org/wiki/Statistical_inferencehttp://en.wikipedia.org/wiki/Probability_theoryhttp://en.wikipedia.org/wiki/Statistical_theoryhttp://en.wikipedia.org/wiki/Sampling_(statistics)#Sampling_frame#Sampling_framehttp://en.wikipedia.org/wiki/Set_(mathematics)http://en.wikipedia.org/wiki/Sampling_(statistics)#Sampling_methods#Sampling_methodshttp://en.wikipedia.org/wiki/Sampling_(statistics)#Sampling_methods#Sampling_methodshttp://en.wikipedia.org/wiki/Set_(mathematics)http://en.wikipedia.org/wiki/Sampling_(statistics)#Sampling_frame#Sampling_framehttp://en.wikipedia.org/wiki/Statistical_theoryhttp://en.wikipedia.org/wiki/Probability_theoryhttp://en.wikipedia.org/wiki/Statistical_inferencehttp://en.wikipedia.org/wiki/Population_(statistics)http://en.wikipedia.org/wiki/Statistical


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TYPE OF SAMPLING

The sampling type is non-probability which involves deliberating selections of

particular units constituting a sample, which represents the universe.

STRATIFIED SAMPLING

Stratum means a layer population from which samples are to be selected

may contain a number of layers from each layer a few samples are selected that is why

this method is called stratified sampling.

STATISTICAL METHODS USED

Percentage analysis

Bars & charts Pie diagrams

STATISTICAL TOOLS USED

Chi-square test Weighted average

PERCENTAGE ANALYSIS:

Percentage refers to a special kind of ratio. Percentages are used in making

comparison between two or more series of data. Percentage is used to describe relative

terms the distribution of two or more series of data.

No. of Respondents

Percentage of Respondents = ------------------------ X 100

Total Respondents


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DEFINITION OF HYPOTHESIS:

According to Goode and Hatt, "Hypothesis is a proposition, which can be put to

test to determine validity".

A hypothesis can be defined as a logically conjectured relationship between two

or more variables expressed in the form of testable statement.

NULL HYPOTHESIS (H0):

Null hypothesis is formulated only to test whether there is any relationship

between variables related to the problem being studied. Usually the null hypothesis is

formed as a negative statement.

ALTERNATE HYPOTHESIS (H1):Alternate Hypothesis (H1) is a statement, which is accepted after the null

hypothesis is rejected based on the test result. The alternate hypothesis usually is formed

as a positive statement

CHI-SQUARE TEST:

The Chi-Square test is one of the simplest and most

widely used non parametric tests in statistical work. The symbol X2 is the Greek letter

Chi. Karl Pearson first used the chi-square test in the year 1980. The quantity chi-square

describes the magnitude of the discrepancy between theory and observation.

In this Chi-square test Yates correction is used when the value of observed frequency in

less than 10. The formula is given as,

X2 = (|OiEi|)2

Ei

Power of Association Test:

If calculated value (cal) > X2 table value the Null

hypothesis is rejected and it is interpreted that the two variables are associated with each

other. This chi-square test is strong one for determining the existence of association

between two variables.


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WEIGHTED AVERAGE:

It can be defined as an average whose component items are multiplied by

certain values (weights) and the aggregate of the products are divided by the total of

weights.

If x1, x2, x3 ...xn are n values and f1, f2, f3........fn are their weights (frequencies)

respectively then,

f1x1+f2x2+.....+fnxn

X = ---------------------------

f1+f2+.......+fn

PILOT STUDY (Tested with 10 samples initially):

Pilot study is defined as a study, which is done in the initial stage of the

project in order to find the reliability of the questionnaire and to restructure the

questionnaire on the respondent's suggestions.

IMPORTANCE OF PILOT STUDY:

It will increase the reliability of the scheduler. It helps to restructure the scheduler. It identifies the defects in the scheduler. It helps to add or remove the questions in the scheduler.

AREA AND PERIOD OF SURVEY:

The project is being done for a period for two months from April 10, 20011 to

June 10, 2011 and the survey was conducted in SRI RAMALINGESWARA PAPER

PRODUCTS ( P) LTD.,Vemulapalli, Dwarapudi, Andhra Pradesh.


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DATA ANALYSIS AND INTERPRETATIONS


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Table 1.1: AGE WISE CLASSIFICATION OF EMPLOYEES

AGE NO. OF RESPONDENTS PERCENTAGE

(21-30) YRS 69 23%

(31-40) YRS75

25%

(41-50) YRS72

24%

50 & ABOVE YRS84

28%

Total 300 100%

CHART 1.1: AGE WISE CLASSIFICATION OF EMPLOYEES

0

10

20

30

40

50

60

70

80

90

(21-30)YR

S

(31-40)YR

S

(41-50

)YRS

50&ABO

VEYRS

NO. OF

RESPONDENTS

Inference:

It is observed from the survey that 25% of the respondents are

between (31-40) yrs, 24% of the respondents are between (41-50) yrs, 28% of the

respondents are above 50 years and 23% of the respondents are between (21-30) yrs.


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TABLE 1.2: GENDER WISE CLASSIFICATION OF EMPLOYEES

GENDER NO. OF RESPONDENTS PERCENTAGE

MALE 171 57%

FEMALE 129 43%

Total 300 100%

CHART 1.2: GENDER WISE CLASSIFICATION OF EMPLOYEES

MALE

FEMALE

Inference:

It is found from the survey that 57% of the respondents are male and 43%

of the respondents are female.


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TABLE 1.3: CLASSIFICATION ON EDUCATIONAL QUALIFICATION

QUALIFICATION NO. OF RESPONDENTS PERCENTAGE

SSLC 60 20%

UNDER GRADUATE 69 23%POST GRADUATE 51 17%

TECHNICAL 51 17%

PROFESSIONAL 69 23%

Total 300 100%

CHART 1.3: CLASSIFICATION ON EDUCATIONAL QUALIFICATION

SSLC

UNDER

GRADUATE

POST GRADUATE

TECHNICAL

PROFESSIONAL

Inference:

It is evident from the survey that 69% of the respondents are

professionally qualified,23% of the respondents have graduation, 17% of the respondents

have post graduation and technically qualified, 20% of the respondents have only done

finished SSLC.


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TABLE1.4: WORK EXPERIENCE WITH SRLPP(P) LTD

ATTRIBUTES NO. OF RESPONDENTS PERCENTAGE< 5 YRS 75 25%

(5-10) YRS 69 23%

(10-15) YRS 84 28%

> 15 YRS 72 24%

TOTAL 300 100%

CHART1.4: WORK EXPERIENCE WITH SRLPP(P) LTD

0

10

20

30

40

50

60

70

80

90

< 5

YRS

(5-10)

YRS

(10-15)

YRS

> 15

YRS

NO. OF

RESPONDENTS

Inference:

It is found from the survey that 24% of the respondents have more

than 15 years of experience, 23% of the respondents have (5-10) yrs of experience and

28% of the respondents have their experience between (10-15)yrs remaining 24% of the

respondents have less than 5 years of experience.


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TABLE 1.5: PHYSICAL WORKING CONDITION OF THE ORGANIZATION

SATISFACTION NO. OF RESPONDENTS PERCENTAGE

HIGHLY SATISFIED69

23%

SATISFIED84

28%

NUETRAL72

27%

HIGHLY DISSATISFIED51

17%

DISSATISFIED24

8%

TOTAL

300

100%

CHART1.5: PHYSICAL WORKING CONDITION OF THE ORGANIZATION

010203040

5060708090

HIGHLY

SATISFIED

SATISFIED

NUETRAL

HIGHLY

DISSATISFIED

DISSATISFIED

NO. OF

RESPONDENTS

Inference:

It is found from the survey that more than half of the respondents (28%) are

satisfied with the physical working condition of the organization. 27% of the

respondents are neither satisfied nor dissatisfied with the physical working condition

of the organization, 23% of the respondents are highly satisfied with the physical

working condition of the organization, 17% of the respondents are highly dissatisfied


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wth physical condition provided and 8% respondents are dissatisfied with physical

working condition of the organization.

TABLE 1.6: OPINION ABOUT THE PAY PACKAGE PROVIDED BY THE

ORGANIZATION


HIGHLY SATISFIED84

28%

SATISFIED72

24%

NUETRAL69

23%

HIGHLY DISSATISFIED24

8%

DISSATISFIED51

17%

TOTAL300

100%

CHART 1.6: OPINION ABOUT THE PAY PACKAGE

0102030405060708090

H

IGHLY

SA

TISFIED

SA

TISFIED

N

UETRAL

HIG

HLY

DISSA

TISFIED

DISSA

TISFIED

NO. OF

RESPONDENTS

Inference:

It is evident from the survey that 28% of the employees are highly

satisfied with the pay scale provided, 24% of the respondents are satisfied with their pay


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It is observed from the survey that 28% of the respondents feel the job

interesting, 24% of them feel it boring, 17% of the respondent feel it routine, 23% of

them feel it boring and 8% of them feel it challenging.

TABLE 1.8: OPINION ABOUT THE COMPLETION OF THE WORK AT THE

SPECIFIED TIME


STRONGLY AGREE 69 23%

AGREE 24 8%

UNDECIDED 72 24%STRONGLY DISAGREE 84 28%

DISAGREE 51 17%

TOTAL 300 100%

CHART 1.8 : PROGRAMS THAT COULD BE ADAPTED TO MANAGE STRESS

0

1020

30

4050

60

7080

90

STRONGLY

AG

REE

AGREE

UNDE

CIDED

STRONGLY

DISAGREE

DISAGREE

NO. OF

RESPONDENTS

Inference:


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It is found from the survey that 23% of them strongly agree that

they can complete the work at time, 8 % of them agree that they can complete work at

time, 24% of them have no idea, 28% of them strongly disagree that they cannot

complete the work in time, 17% of them disagree that they cannot finish the work in time.

TABLE 1.9: WORK OVERLOAD

PARTICULARS NO. OF RESPONDENTS PERCENTAGE


AGREE 84 28%

UNDECIDED 72 24%

DISAGREE 69 23%

STRONGLY DISAGREE 24 8%

TOTAL 300 100

CHART 1.9: WORK OVERLOAD

0 50 100STRONGLY

AGREE

UN

DECIDED

STRONGLY

DISAGREE

NO. OF

RESPONDENTS


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Inference:

It is observed from the survey that 17% of the respondents are

overloaded with work, 24% left it undecided and 23% of the respondents say that they are

not overloaded with work.

TABLE 1.10: STRESS IN JOB

PREFERNCE NO. OF RESPONDENTS PERCENTAGE

YES 183 61%

NO 117 39%

TOTAL 300 100%

CHART 1.10: STRESS IN JOB

YESNO


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Inference:

It is evident from the survey that 61% of the respondents suffer

stress and 31% of the respondents do not suffer stress.

TABLE 1.11: STRESS CAUSING FACTORS AMONG DIFFERENT LEVELS OF

EMPLOYEES

FACTORSNO.OF

RESPONDENTSPERCENTAGE

ROLE OVERLOAD120

40%

ROLE

UNDERLOAD 9331%

INTERPERSONAL

RELATIONSHIP 8729%

TOTAL300

100%


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CHART 1.11: STRESS CAUSING FACTORS AMONG DIFFERENT LEVELS OF EMPLOYEES

0

2040

60

80

100

120

140

ROLE

OVE

RLOA

D

ROLE

UND

ERLO

AD

INTE

RPER

SONA

L

RELA

TION

SHIP

NO.OF

RESPONDENTS

Inference:

It is observed from the survey that for most of the respondents of all the

level of employees role overload is the major stress causing factor; the second place goes

to the role under load and then comes the inter personal relationship

TABLE 1.12: KIND OF STRESS IN JOB AMONG DIFFERENT AGE GROUP

PARTICULARSNO.OF


PHYSICAL 93 31%

MENTAL87

29%

BOTH120

40%

TOTAL300

100%


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CHART 1.12: KIND OF STRESS AMONG DIFFERENT AGE GROUP

0

20

40

60

80

100120

140

PHYS

ICAL

MENT

ALBO

TH

NO.OF

RESPONDENTS

Inference:

It is found from the survey that 31% of them suffer physical stress,

29% of them suffer mental stress and the remaining of them suffer from both the stress.

TABLE 1.13: LEVEL OF STRESS

LEVEL OF STRESS NO. OF RESPONDENTS PERCENTAGE

VERY HIGH 72 24%

HIGH 69 23%

MODERATE 51 17%

LOW 72 24%

VERY LOW 36 12%

TOTAL 300 100%


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CHART 1.13: LEVEL OF STRESS

0 20 40 60 80

VERY

HIG

H

HIGHM

ODER

ATE

LOW

NO. OF

RESPONDENTS

Inference:

It is found from the survey that 17% of the respondents have moderate level of

stress, 24% of the respondents have high level of stress, and only 12% of the respondents

have very low level of stress.

TABLE 1.14: PHYSICAL INCONVENIENCE DUE TO STRESS

PREFERNCE NO. OF RESPONDENTS PERCENTAGE

YES 156 52%

NO 144 48%TOTAL 300 100%


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CHART 1.14: PHYSICAL INCONVENIENCE DUE TO STRESS

YES

NO

Inference:

It is evident from the survey that 52% of the respondents suffer

from physical inconvenience due to stress and 48% of the respondents do not suffer

stress.

TABLE 1.15: KIND OF INCONVENIENCE

INCONVENIENCE NO. OF RESPONDENTS PERCENTAGE

HEADACHE 72 24%

HIGH BLOOD PRESSURE 36 12%

DIGESTIVE PROBLEM 69 23%

HYPERTENSION 72 24%

NERVOUSNESS 51 17%

TOTAL 300 100%


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CHART 1.15: KIND OF INCONVENIENCE

010203040506070

80

HEADACHE

HIGHBLOOD

PRESSURE

DIGESTIVE

PROBLEM

HY

PERTENSION

NE

RVOUSNESS

NO. OF

RESPONDENTS

Inference:

It is observed from the survey that most of the respondents 24% suffer

from headache and hypertension and second comes the digestive problem due to stress,

then comes the nervousness and only less % of the respondents suffer from nervousness

and digestive problems.

TABLE1.16: ORGANIZATION STEPS TO MANAGE STRESS

PREFERENCE NO. OF RESPONDENTS PERCENTAGE

YES 153 51%

NO 147 49%

TOTAL 300 100%


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CHART 1.16: ORGANIZATION STEPS TO MANAGE STRESS

YES

NO

Inference:

It is evident from the survey that 51% of the respondents agrees that their

organization is helping them in overcoming stress, and the 49% of them are not satisfied

with the help provided by the organization to overcome stress.

TABLE 1.17: KIND OF INCONVENIENCE

INCONVENIENCE NO. OF RESPONDENTS PERCENTAGE

HEADACHE 72 24%

HIGH BLOOD PRESSURE 36 12%

DIGESTIVE PROBLEM 69 23%

HYPERTENSION 72 24%


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NERVOUSNESS 51 17%

TOTAL 300 100%

CHART 1.17: KIND OF INCONVENIENCE

01020304050607080

HEADA

CHE

HIGHBL

OOD

PRESSURE

DIGES

TIVE

PROB

LEM

HYPERTENSION

NERVOUSN

ESS

NO. OF

RESPONDENTS

Inference:

It is observed from the survey that most of the respondents 24% suffer

from headache and hypertension and second comes the digestive problem due to stress,

then comes the nervousness and only less % of the respondents suffer from nervousness

and digestive problems.

TABLE1.18 PROGRAMS THAT COULD BE ADAPTED TO MANAGE STRESS


EMPLOYEE

COUNSELING

7224%

EFFECTIVE & TRAINING

DEVELOPMENT

36 12%


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PROGRAM

WORK GROUPS 69 23%

HEALTH CLUBS 72 24%

AUTONOMOUS 0 0%

TRANSPORT SUBSIDY 51 17%

TOTAL 300 100%

CHART 1.18: PROGRAMS THAT COULD BE ADAPTED TO MANAGE STRESS

01020304050607080

EMPLOYEE

COUNSELING

WORKGROUPS

AUTONOMOUS

NO. OF

RESPONDENTS

Inference:

It is observed from the survey 24% of them recommend employee

counseling,12% of them need effective training, 23% need work groups, 24% need health

groups, and the remaining need transport subsidy.

TABLE 1.19: OPINION ABOUT COUNSELING TO REDUCE THE STRESS



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HIGHLY ACCEPTED 51 17%

ACCEPTED 84 28%

NOT ACCEPTED 72 24%

HIGHLY NOT

ACCEPTED 9331%

TOTAL 300 100%

CHART 1. 20: ORGANIZATION POLICIES AND PROCEDURES ARE STRESS FREE

0

10

2030

40

50

60

70

80

90

100

HIGHLY

ACCEPTED

NOT

ACCEPTED

NO. OF

RESPONDENTS

Inference:

It is observed from the survey that most of the respondents accept that the

companies policies are stress free, 28% of them have accepted that organization policies

are stress free, 24% of them have not accepted it, 31% of them have not accepted that

their organization policy is full of stress.

TABLE 1.21: BEST INTERVENTION TO REDUCE STRESS


RELAXATIONTECHNIQUES 93

31%

TIME MANAGEMENT 84 28%

TRAINING ANDDEVELOPMENT 72

24%

WORKING 51 17%


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TOTAL 300 100%

CHART 1. 21:BEST INTERVENTION TO REDUCE STRESS

0102030405060708090

100

Re

laxa

tion

tec

hn

iques

TIME

MANAGEMENT

TRAININGAND

DEVE

LOPMENT

WORKING

NO. OF

RESPONDENTS

Inference:

It is observed from the survey that most of the respondents 31% says that

relaxation techniques, 28% of them need time management,24% says that training is the

best intervention,17% says working intervention is the best thing to overcome stress.

TABLE 1.22: OPINION ABOUT INTERPERSONAL RELATIONSHIP



AGREE 84 28%

NEUTRAL 72 24%

DISAGREE 69 23%


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STRONGLY DISAGREE 24 8%

TOTAL 300 100

CHART 1. 22 : OPINION ABOUT INTERPERSONAL RELATIONSHIP

0

10

20

30

40

50

60

70

80

90

STRONGLY

AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY

DISAGREE

NO. OF

RESPONDENTS

Inference:

From the above we can find that17% of them strongly agree thatthey have strained interpersonal relationship, 28% of them agree that they have strained

interpersonal relationship stress , 24% of them dont have any idea, 28% disagree that

they do not have strained interpersonal relationship.


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TABLE 1.23: OPINION ABOUT STRESS LEVEL IN NIGHT SHIFT

COMPARED TO DAY SHIFT


VERY HIGH 51 17%

HIGH 84 28%MODERATE 72 24%

LOW 69 23%

VERY LOW 24 8%

TOTAL 300 100

CHART 1. 23 : OPINION ABOUT STRESS LEVEL IN NIGHT SHIFT COMPARED TO DAY

SHIFT

0

10

20

30

40

50

60

70

80

90

VERY

HIG

HHI

GH

MODE

RATE

LOW

VERY

LOW

NO. OF

RESPONDENTS

Inference:

From the above we can find that17% of them strongly agree that

they have stress in night shift, 28% of them agree that they have stress in night

shifts,24% of them dont have any idea, 28% disagree that they do not have any stress in

night shift.


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TABLE 1.24: SPENDING THE WEEKEND


GOING TO MOVIES 84 28%

GET TOGETHER 51 17%VISIT

FRIENDS/RELATIVES 7224%

MUSIC/PLAY CLASSES 69 23%

ANY OTHER (SPECIFY) 24 8%

TOTAL 300 100

CHART 1.24: SPENDING THE WEEKEND

0102030405060708090

GOI

NGTO

MO

VIES

GETTOGETHER

VISIT

FRIENDS/RE

LATIV

ES

MUSICCLA

SSES

ANYO

THER

(SPE

CIFY)

NO. OF

RESPONDENTS

Inference:

From the above we can find that 28% of them would like to go tomovies, 17% would like a get together,24% would like to visit friends/relatives, and23%

would like to go to music/play class and the remaining prefer any other thing.


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TABLE 1.25: FAMILY FACTOR WHICH INFLUENCE STRESS

PARTICULARSNO.OF


DEPENDENT93

31%

ILLNESS87

29%

FINANACIALPOSITION 60

20%

OTHER

PROBLEMS 6020%

TOTAL

300

100%

TABLE 1.25: FAMILY FACTOR WHICH INFLUENCE STRESS

0102030405060

708090

100

DEPENDENT

ILLNESS

FINANACIAL

POSITION

OTHER

PROBLEMS

NO.OFRESPONDENTS

Inference:

It is found from the survey that 31% of them says dependency

influence stress, 29% says that illness influence stress, 20% of them says that financial as

well as other problem influence stress.


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TABLE 1.26: PERSONAL FACTOR INFLUENCING STRESS

PARTICULARSNO.OF


PERCEPTION60

20%

ATTITUDE87

29%

HEALTH

CONDITION 6020%

PERSONALITY93

31%

TOTAL300

100%

TABLE 1.26:PERSONAL FACTOR INFLUENCING STRESS

01020304050607080

90100

PERCEPTION

ATTITUDE

HEALTH

CONDITION

PERSONALITY

NO.OF

RESPONDENTS

Inference:

It is found from the survey that 20% of them says perception

influence stress, 29% says that attitude influence stress, 20% of them says that health

condition influence stress, and the remaining says that personality influence stress.


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TABLE 1.27: STRATERGY TO REDUCE STRESS

FACTORS HIGHLY

SATISFIED

SATISFIED NEUTRA

L

DISSATI

SFIED

HIGHLY

DISSATISFIED

TOTA

L

PERCEN

YOGA 10 10 10 10 11 50 21%

MEDITATIO

N

10 11 11 17 20 69 23%

MOTIVATIO

N

11 11 10 20 20 72 24%

COUNSELIN

G

0 0 0 9 0 9 3%

INDOOR

GAMES

11 20 20 11 11 72 23%

OHTERS 2 10 6 10 0 28 6%

CHART 1.27: STRATERGY TO REDUCE STRESS

0

1020

3040

5060

70

80

Highly

Satisfie

d

Satis

fied

Neutr

al

Diss

atisfi

ed

Highly

Dissati

sfied

Total

YOGA

meditation

MOTIVATION

COUNSELING

INDOOR GAMES

OHTERS

Inference:

It is found from the above table that 17% prefer yoga, majority

prefer indoor games, and the next majority prefer motivation.


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CHI-SQUARE TEST ON SPENDING WEEKEND Vs STRATEGY TO

REDUCE STRESS

Null Hypothesis (H0): There is no significant relation between spending weekend and

strategy to reduce stress

Alternate Hypothesis (H1): There is a significant relation between spending weekend

and strategy to reduce stress


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TABLE.1.1: CROSS TABULATION FOR SPENDING WEEKEND Vs

STRATEGY TO REDUCE STRESS

STRATEGY

SPENDINGWEEKEND

YOGAMEDITA

TION

MOTIV

ATION

COUNS

ELINGINDOOR

GAMES OTHER

ROW

TOTAL

GOING TO

MOVIES- - 4 - 4

GET

TOGETHER4 16 8 2 28

VISIT TO

FRIENDS/

RELATIVES

8 22 10 10 48

MUSIC

CLASSES- 4 4 2 12

ANY

OTHER- - 6 - 8

COLUMN

TOTAL12 42 32 14 100

Degrees of freedom = 12Calculated value = 27.497

For 12 degrees of freedom at 5% level of significance, the chi-square table value is 5.226.

Inference:

Calculated value > Tabulated value.

Hence H0 is rejected and H1 is accepted.

Conclusion:


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There is a significant relation between the spending weekend and strategy to reduce

stress


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FINDINGS

Out of the total sample most of the respondents are male and many are between50 and above. Most of the respondents are under graduate and have professional

qualification.

Most of the respondents have 10-15 years of long association with theorganization.

Almost all the respondents are satisfied with the physical and psychologicalworking condition of the organization, and only fewer respondents are dissatisfied

with the psychological working condition of the organization.

The opinion about the training programs conducted by the organization is almostbetter, according to majority of the respondents.

Almost all the respondents are satisfied with the pay package provided by theorganization and nearly half of the respondents feel that they do a routine job.

Most of the respondents agree that they can complete their work within thespecified time and some of the respondents are undecided.

Nearly half of the respondents agree that they are overloaded with work. More than half of the respondents suffer stress in their job. Among all other factors, role overload cause more stress according to most of

the respondents.

Most of the respondents from production department suffer from physical stress;most of the respondents from accounts department suffer from mental stress, and

most of the respondents from marketing department suffer from both physical and

mental stress.

Most of the respondents feel only moderate level of stress and some of therespondents feel high level of stress in their job.

More than half of the respondents have physical inconvenience due to stress andmost of the respondents suffer from headache and high blood pressure.

Almost all the respondents prefer to follow coping strategies personally, tomanage stress and they prefer to do meditation and yoga to reduce stress.

Most of the respondents say that the organization does not take suitable steps tomanage stress.


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Employee counseling and effective training & development programs are thecompany wide programs that could be adapted to manage stress.


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SUGGESTIONS

The employees must give importance to time management techniques there bythey can complete their work within the specified time.

Many tasks can be delegated to subordinates without losing effectiveness so thatwe can reduce the overload of work.

Adopt the work to home transition strategy. It means instead of carrying thepressures of the work to home, the suggestion is to start the unwinding process

during the work day and enter the home in a relaxed and peaceful mind.

Giving counseling to the employees when they face problems, because counselingis the discussion of a problem that usually has emotional content with an

employee in order to help the employee cope within better.

The organization must introduce Employee Assistance Programmes (EAPs) andstress control workshops accordingly to the level of employees, because there is a

strong relation between the level of stress and level of employees. EAP includes

counseling employees who seek assistance on how to deal with alcohol and drug

abuse, managing personal finances, handling conflicts at the work place, dealing

with marital and other family problems, and coping with health problems.

Engaging the bored employee in aerobic exercise, because it stimulates the brainand the body. Also the employee must do meditation and yoga in their daily life.


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CONCLUSION

Stress in the work place has become the black plague of the present century.

Much of the stress at work is caused not only by work overload and time pressure but

also by lack of rewards and praise, and more importantly, by not providing individuals

with the autonomy to do their work as they would like. Most of the employees were not

satisfied with the grievance handling procedure of the organization which was found by

the unstructured interview.

Organization must begin to manage people at work differently, treating

them with respect and valuing their contribution. If we enhance the psychological well

being and health of the employees, in the coming future the organization would make

more revenue as well as employee retention. Because it is said that,

A Healthy Employee is a Productive Employee


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BIBLIOGRAPHY

BOOKS

1. Ahuja. K.K- Industrial psychology and organizational behavior,Khanna publishers, New Delhi, 1991.

2. Biswanath Ghosh- A new look organizational behavior, Himalaya PublishingHouse New Delhi, 1994.

3. Finemann- A Psychological Model of Stress and its application to managerialunemployment, Human relations, 1979.

4. Ghosh P.K. and Ghorpade M.B. - Industrial and Organizational Psychology,Himalaya Publishing House, Bombay 1991.

5. Kapur S.K, Punia B.K.-Organizational Behavior and Management,S.K.Publishers, New Delhi.

6. Laurie J. Mullins Organizational Behavior, Pitmans publishing Ltd,London, 1990.

7. PaulHersey, Kenneth H. Blanchard, Dewey E. Johnson OrganizationalBehavior, Prentice Hall of India Pvt. Ltd, 1998.

8. Srivastava.A.K, A study of Roll Stress Mental health relationship a moderatorby adopted coping strategies, psychological studies, 1991.

9. Stephen P. Robbins, Organizational Behavior, Prentice Hall, U .K. 1999.JOURNALS AND MAGAZINES

1. Business line, The stress is beginning to show, Financial Express published byHindu, Trivandrum, 1989.

2. Brief A.P. and Atieth J.M., Studying Job Stress: Are we making mountains outof mole Hills? Journal of occupational behavior, 1987.

3.

Jamal M., Job Stress-Prone Type A behavior and personal and organizationalconsequences, Canadian Journal of Administrative.

4. Dr.Satish Chandra Pandy, Indian ways of winning Stress, The Journal ofIndian Management and Strategy, 1997.


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QUESTIONNAIRE

PERSONAL PROFILE

Kindly provide your valuable personal information.

: _______________________ Dept:

_______

1. Name:

1. Age group (2 (21-30) yrs (31-40) yrs

(41-50) yrs 50 & above yrs

2. Sex :Male / Female

3. Educational Qualification: SSLC/UG/PG/Technical/Professional

5. Experience : < 5 yrs (5-15)

yrs > 15 yrs

QUALITY OF WORK LIFE

6. How do you feel about the physical working condition of the organization?

Highly satisfied Satisfied Neutral Highly dissatisfied

Dissatisfied

7. How do you feel about the psychological working condition of the organization?

Highly Amicable Cordial Neutral Strained Very poor

8. What is your opinion about the training programs conducted in the organization?

Excellent Good Better Bad Worse

9. How do you feel about the pay package provided by the organization?

Highly satisfied Satisfied Neutral Highly

dissatisfiedDissatisfied

10. How do you feel about your job?

Challenging Interesting Routine Monotonous

Boring


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11. Do you agree that you can complete your work within the specified time?

Strongly agree Agree Undecided Strongly Disagree

Disagree

12. Do you agree that you are overloaded with work?

Strongly agree Agree Undecided Strongly Disagree

Disagree

13. Do you suffer any stress in your job? Yes No

FACTORS AND EFFECTS OF STRESS

14. In your accordance which of the following factors cause more stress?Role overload Role under load Interpersonal relationship

15. What kind of stress do you suffer in your job?Physical Mental Both

16. What is the level of stress that you feel in your job?Very high High Moderate Low

17. Do you suffer any physical inconvenience due to stress in your job?Yes No

18. If yes, what kind of inconvenience?Headache High blood pressure Digestive problem

Hypertension Nervousness

COPING STRATEGIES

19. Have you taken any coping strategies personally to manage stress?Yes No

20. What kind of strategies of the following have you taken?Exercise Meditation Listening music Take a

walk Spend time with children

21. Does this organization take any suitable steps to manage stress?Yes No


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22. What type of company-wide programs that are/could be adapted to managestress?

Employee counseling Effective Training & Development program

Autonomous work groups Health clubs Transport

subsidy

23. Kindly give your suggestions to reduce stress

103573704 stress management 1

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