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CHAPTER 1 INTRODUCTION 1.1 BACKGROUND In our day to day life, stress is everywhere and definitely unavoidable. One finds stress everywhere, whether be it within the family, business organization or any other social or economic activity. Right from the time of birth till the last breath, every

individual is invariably exposed to various stressful situation. Stress happens whenever one's mind and body react to some real or imagined situation. Since every condition or event in our body life causes some degree or stress, it is unrealistic and impossible to totally eliminate stress from one's life. Urbanization, industrialization and increase in the scale of operation in the society are causing increasing stresses. Stress can have serious consequences for both health and work performance. In terms of health, the current belief among many medical parishioners is that 50 to 70% of all physical illnesses are related to stress. Stress can cause depression, irritation, anxiety, fatigue, lowered self-esteem and reduced job satisfaction. Sustained over a long period, stress can lead to attempts to escape through the use of drug or alcohol. Behavior responses to physical and psychological stress affect organizations negatively. The increasing rate of stress at work has wide-ranging effects including absenteeism, impaired teamwork. workplace violence, decreased efficiency, increased rates of physical and mental illness, employee burnout, risk of discrimination and growth in early retirement. There are many factors that contribute to making a workplace stressful. The factors that contribute to making some jobs more successful includes the level of decision making required the level of monitoring workers must endure the unpleasant or information with others. Understanding the factors that contribute in creating stress in the workplace can help employer begin to manage stress among the workforce.

1.2 THEORETICAL BACKGROUND OF THE STUDY 1.2.1 MEANING AND DEFINITION OF STRESS The word stress is derived from a Latin word "Stringers", meaning to draw tight. From the view point of physical science, the phenomena of stress are evident in all materials when they are subjected to "force", pressure, strain or strong-front". Every material 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 energizers then to put forth their best results. Stress in individual is defined as any interference that disturbs a persons healthy mental and physical well being. It occurs when the body is required to perform beyound is normal range of capabilities. Stress has become a major concern of the modern times as it can cause harm to employee's health and performance. Different psychologists and physiologists have

defined stress differently. In simple words, stress refers to pressure or tensions people feel in life. As living human makes constant demands, so it produces pressure, i.e., stress is therefore, a natural and unavoidable feature of human life. In medical terms stress is described as, physical or psychological stimulus that can produce mental tension or physiological reactions that may lead to illness. "When you are under stress, your adrenal gland releases corticosteroids, which are converted to cortisol in the blood stream. Cortiosols have an immune suppressive effect in your body. Stress is a measure of the average amount of force exerted per unit area. It is a measure of the intensity of the total internal forces acting within a body across imaginary internal surfaces, as a reaction to external applied forces and body forces. introduced into the theory of elasticity by Cauchy around 1822. It was

Stress is a concept that is based on the concept of continuum. In general stress is expressed as =F/A Where is the average stress, also called engineering or nominal stress, and F is the force acting over the area. 1.2.2 Nature of Stress Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important. Stress is not necessarily bad in and of itself. While stress is typically taken in a negative sense, it also has positive value. It is an opportunity when it offers potential gain. Consider for example the superior performance that an athlete or stage performer gives in "difficult" situations. Such individuals often use stress positively to rise to the occasion and perform at or near their maximum. Stress is associated with constraints and demands. The former prevents you from doing what you desire. The latter refers to the loss of something desired. So when you

take at a school or you undergo your annual performance review at work, you feel stress because you confront opportunity, constraints and demands. A good performance review may lead to a promotion getting the promotion. An extremely poor review might even result in being fired. Two conditions are necessary for potential stress to become actual stress. There must be uncertainty over the outcome and the outcome must be important. Regardless of the conditions, it is only when there is doubt or uncertainty regarding whether the opportunity will be seized, the constraint removed or the loss avoided that there is stress. That is stress is highest for those individuals who perceive that they are uncertain as to

whether they will win or loss, and lowest for those individuals who think that winning or losing is a certainty. But importance is also critical. If winning or losing is an

unimportant outcome, there is no stress.

If earning a promotion doesn't hold any

importance to a person, he would have no reason to feel stress over having to undergo a performance review. 1.2.3 TYPES OF STRESS Stress has often been misunderstood to be negative, with few people acknowledgement the importance and usefulness of positive stress. In our everyday lives, stress is everywhere and definitely unavoidable; hence our emphasis should be on differentiating between what is good stress, and what is bad. This will help us to learn to cope with negative stress and harness the power of positive stress to help us achieve more. There are 4 main categories of stress, namely eustress, distress, hyper stress and hypo stress. Negative stress and can cause many physical and psychological problems, whilst positive stress can be very helpful for us. Here's how we differentiate between them. 1.2.3.1 Eustress: This is a positive from of stress, which prepares your mind and body for the imminent challenges that it has perceived. Eustress is a natural physical reaction by your body which increases blood flow to your muscles, resulting in a higher heart rate. An athlete will experience the strength that comes from eustress right before they play a big game or enter a big competition. Because of the eustress they immediately receive the strength that they need to perform. When the body enters the fight or fight response, it will experience eustress. The eustress prepares the body to fight with or flee an imposing danger. This type of stress will cause the blood to pump to the major muscle groups, and all increase the heart and blood pressure to increase. If the event or danger passes, the body will eventually return to its normal state.

1.2.3.2 Distress Distress is one of the negative types of stress. This is one the types of stress that the mind and body undergoes when the normal routine is constantly adjusted and altered. The mind is not comfortable with the routine, and craves the familiarity of a common routine. There are actually two types of distress acute stress and chronic stress. Acute stress :- Acute stress is the type of stress comes immediatly with a change of routine. It is intense type of stress, but it passes quickly. Acute stress is the body's way of getting a person to stand up and take inventory of what is going on, to make sure that everything is OK. Chronic stress:- Chronic Stress will occur if there is a constant change of routine for week after week. Chronic stress affects the body for a long period of time. This is the type of stress experienced by someone who constantly faces moves or job changes. 1.2.3.3 Hyper stress: Hyper Stress Occurs when an individual is pushed beyond what he or she can handle. Hyper stress results from being overloaded or overworked. When someone is hyper stressed, even little things can trigger a strong emotional response. A wall street trader is a likely to experience hyper stress. 1.2.3.4 Hypo Stress: Hypo Stress is the opposite of hyper stress. Hypo stress occurs when an individual is board or unchallenged. People who experience hypo stress are often restless and

uninspired. A factory worker who performs repetitive tasks might experience hypo stress. 1.2.4 SYMPTOMS: The sign of job stress vary from person to person, depending on the particular situation, how long the individual has been subjected to the stressors, and the intensity of the stress itself.

Typical symptoms of job stress can be: o Insomnia o Loss of mental concentration o Anxiety o Absenteeism o Depression o Substance abuse, o Extreme anger and frustration o Family conflict

1.2.5 CAUSES OF WORKPLACE STRESS: 1.2.5.1 Job Insecurity Organized workplaces are going through metamorphic changes under intense economic transformation and consequent pressures. Reorganizations, takeovers, mergers, downsizing and other changes have become major stressors for employees, as companies try to live up to competition to survive. These reformation have put demand on everyone, from a CEO to a mere executive. 1.2.5.2 High Demand for Performance Unrealistic expectations, especially in the time of corporate reorganizations, which sometimes, puts unhealthy and unreasonable pressures on the employee, can be a tremendous source of stress and suffering. Increased workload, extremely long work hours and intense pressure to perform at peak levels all the time for the same pay, can actually leave an employee's physically and emotionally drained. Excessive travel and too much time away from family also contribute to an employee's stressors.

1.2.5.3 Technology The expansion of technology - computers, pagers, cell phones, fax machines and the internet - has resulted in heightened expectations for productivity, speed and efficiency, increasing pressure on the individual worker to constantly operate at peak performance levels. Workers working with heavy machinery are under constant stress to remain alert. In this case both the worker and their family members live under constant mental stress. There is also the constant pressure to keep up with technological breakthroughs and improvisations, forcing employees to learn new software all the times. 1.2.5.4 Workplace culture Workplace culture adjusting to the workplace culture, whether in a new company or not, can be intensely stressful making oneself adapt to the various aspects of workplace culture such as communication patterns, hierarchy, dress code if any, workspace and most importantly working and behavioral patterns of the boss as well as the co-workers, can be a lesson of life Maladjustment to workplace cultures may lead to subtle conficts with colleagues or even with superiors. In many cases office politics or gossips can be major stress inducers. 1.2.5.5 Personal or Family Problems Employees going though personal or family problems tend to carry their worries and anxieties to the workplace. When one is in a depressed mood, his unfocussed

attention or lack of motivation affects his ability to carry out job responsibility. 1.2.6 REMEDIES TO REDUCE STRESS There are two major approaches to reduce stress. They are 1. 2. Individual approaches Organizational approaches

1.2.6.1 INDIVIDUAL APPROACHES 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 management Many people manage their time very poorly. Some of well known time management Principles include. Making daily list of activities to be accomplished Scheduling activities according to the priorities set Prioritizing activities by importance and urgency Knowing your daily cycle and handling the most demanding parts of your job. Physical exercise Practicing non-competitive physical exercise like aerobics, race walking, jogging, Swimming, and riding a bi-cycle. Relaxation training Relaxation techniques such as mediation, hypnosis and bio-feedback. The

objectives is to reach in state of deep relaxation, where one feels physically relaxed, somewhat from detached from immediate environment. Fifteen or twenty minutes a day of deep relaxation releases tension and provides a person with a pronounced sense of peacefulness. 1.2.6.2 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 hanged. 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 programmers. Certain jobs are more stressful than others, individuals 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 provided motivation. Designing jobs to give employees more responsibility, more meaningful work, more autonomy, and increased feedback can reduce stress, because these factors give the employee greater control over work activities and lessen dependence on others. One important remedy to reduce stress is the maintenance of good sleep. Research conducted on laboratory specimen to have met with starting discoveries. Sleep starved rats have developed stress syndrome. 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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1.3 REVIEW OF LITERATURE A Study on "Levels and causes of stress among residents" was conducted by Schwartz AJ, Black ER, Goldstein MG, Jozefowicz RF, Emmings FG. (1987)1 Medical and dental residents at the University of Rochester Medical Center were surveyed to measure stress and its causes. The study revealed that the major causes of distress during bleakest times as lack of sleep, inadequate support from senior professionals, large patient load, and competition from peers. High quality teaching rounds, a night-float system, and sick leave were felt by the residents to lessen stress. To cope with the stress, the residents reported they talked to others, tried to see humour in the situation, or slept. A study on Job Stress and Organizational Learning Climate was conducted by Aslaug Mikkelsen, Peroystein saksvik and Holger Ursin (1988)2, The objective of the study about the organizational factors that affect leaning how to cope with the rapid external and internal changes in working life. The study revealed that individual who perceived the learning climate as good and who were working in a group that agreed with this position had a low job-stress level. This may be ascribed to their feeling of control over the work situation and reduced due to the social support from the group, producing a low job stress level.

Schwartz AJ,Black ER,Goldestein MG, Jozefowicz RF, Emmings FG,Levels and causes

of stress among residents,journal of medical education,1987 sep;62(9):744


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Aslaug Mikkelsen,per Oystein saksvik and Holger Ursin job stress and organizational

learining climate, Interntional journal of stress management. Volume 5, No:October,1988

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A stsudy on Effects of stress and psychological disorders on the immune system by David B.beaton (1998)3. The objective of the study about a psychological field of

psyhoneuroimmunology (PIN) and how psychopathology has an impact on immune system. The study revealed that coping strategies are also looked at where in some cases they have shown abilities in strengthening the immune system. The understanding of PNI is cruicial in understanding the association between immunity, depression, stressors and psychosocial aspects along with their interactions with each other and their casual relations. The study further revealed that correlations between stress, depression and the immune system. A study on The role of stress in physiological disorders was conducted by andrews p.ochtinsky (1998)4. The paper showed this to be true and suggested that coping

techniques for stress can greatly improve a person's physicala health. Positive attitude correlates strongly with increased ability of the immune system to fight pathogens. Performances stress, stress such as that of students during an examination period, seems to correlate with a decrease in disease-fighting cells and the response of immune system of mitogens. Persons with an effective social structure have been shown to have stronger immune abilities. Coping strategies that involve denial of loss of control over personal health correlate with decreased immune abilities. The study revealed that the efficiency of certain types of thereapy in positively affecting the immune system by way of reducing and managing stress.

David B.beaton Effects of psychological disorder on the immune system Volume 5,

No:4 October 1988


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Andrewsp.ochtinsky The role of stress in psychological disorder Rochester institiue of

technology Vol:5, No: 4/October 1988.

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A study on Effects of organizational level and gender on stress in the work place was conducted by peter R.vagg. Charless D spielberger and carol F.Wasala (2002)5. The objective of the study was to identify the stress level reported that they experienced stress more often while making critical decision and dealing with crisis situations than did workers at lower levels, for whom inadequate salary and lack of opportunity for advancement were more stressful. For male work stress was more strongly related to concerns about their role in the power structure of an organization, whereas female employees reported experiencing more severe stress when there was a conflict between job requirements and family relationships. A study on Gender and age differences in occupational stress and professional burnout between primary and high-school teachers in Greece was conducted by A-S Antoniou, F. Polychroni, A-N. Viachakis, (2006)6. The objective of the study is to identify the specific sources of occupationalstress and the professional burnout experienced by teachers working in Geek primary and secondary schools. The study revealed that the most highly rated sources of stress referred to problems in interaction with students, lack of interest, low attainment and handling students with difficult behavior. Female teachers experienced significantly higher levels of occupational stress, specifically with regard to interaction with students and colleagues, workload, students progress and emotional exhaustion. Younger teachers experienced higher levels of burnout, specially in terms of emotional exhaustion and disengagement from the profession, while older teachers

experienced higher levels of stress in terms of the support they feel they receive from the government.
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Peter R.Vagg,Charles D.Spielberger and carol F.Wasala, Effects on organization level vol

and gender on Stress in working place ,International journal of stress management , 9,October 2002
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A.-S. Antoniou, F.Polychroni, A.-N.Vlachakis, Gender and age differences in

occupational stress and professional burnout between primary and high-school teachers in Greece Journal of managerial psychology, Vol 21 Iss:7,2006,pp.682.

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A study on examination stress result in altered cardiovascular responses to acute challenge and lower cortisol by patricia loft, Mark G.Thomas, Keith J. petriea, Roger J. Booth, Jeremy Miles and Kavita (2006)7. The study examined how cardiovascular and salivary cortisol responses varied in response to an acute challenge in medical students under exam stress those not under exam stress. Heart rate (HR) and blood pressure (BP) were measured for 5 min before and 5 min after the taak, and salivary cortisols samples were collected 1 min before and 10 and 30 min after the CO2 inhalation test. Participants also completed a questionnaire measuring self - reported perceived stress. The study revealed that the exam group exhibited significantly higher HR reactivity following the CO2 inhalation test and slower systolic blood pressure (SBP) recovery compared with the non-exam group. The exam group also reported higher perceived stress and higher and higher stress scores were related to higher HR reactivity following CO2 inhalation. A study on work and stress was conducted by routledge (2009)8. The study

concerned with the psychological, social and organizational aspects of occupational and environment health, and stress and safety management. It is published in association with the European Academy of occupational health psychology. The journal publishes

empirical reports, scholarly reviews, case notes, research notes the theoretical papers. It is directed at occupational health psychologists, work and organizational psychologists, those involved with organizational development, and all concerned with the interplay of work, health and organization.

Patrica Loft,Mark G.Thomas,Keith J.petriea,Roger J.Booth,Jeremy Miles and Kavita

Examination stress result in altered cardiovascular responses to acuate challenge and lower Cortisols, Psychoneuroendoccrinology, Volume 32,Issue 4,May 2007,Page 367.
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Routledge,Work and Stress , Journal of European Academy of Occupational Health

Psychology ,Volume24, 2009

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1.4 STATEMENT OF THE PROBLEM Stress is one of the most important things that play a major role in human life. Since all the companies depend upon man power, it is one of the important issues to be taken care of and also it has become a major concern of the modern times. Stress can cause harm to employees health and performance. Work related stress may lead to sickness, high turnover and high absenteeism. Job stress is a condition arising from the interaction of people that force deviate from their timing. So it becomes necessary for every

organization to know about the level of stress among the employees and its consequences so that the company can overcome it. 1.5 OBJECTIVE OF THE STUDY o To find out the level of stress among the employees of different age groups. o To identify the factors causing stress among the employees. o To study about the coping strategies to manage stress. o To offer suitable suggestion on the basis of findings of the study.

1.6 SCOPE OF STUDY o Stress will badly affect the employees both at work place and in personal life. If stress is managed properly. o It is beneficial to employees as well as the organization in terms of production, improved relationships both on and off the job. Also it leads to better teamwork and communication. o The employee's turnover will be low and the absenteeism rate will be lower. Also the retention of valued employees is possible. o If stress is not managed properly it will create bad impact on employees health and behavior.

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1.7 RESEARCH METHODOLOGY Sampling Technique The sample size chosen for the study is 400 and the respondents are the people of sales employees. Random sampling technique is adopted for the study. Tools for Data Collection Primary method of data collection is done through interview schedule administered to the respondents. Secondary method of data collection is done through the journals, books and websites. Tools for Analysis The data collected was analyzed using simple percentage analysis and the factors were reduced using factor analysis. Chi-square is used to identify whether there is significant relationship between factors causing stress and demographic variable.

1.8 LIMITATIONS OF THE STUDY

Time was the major constraint for the project. o Opinion of employee may be biased at time. o Respondents would have hidden some facts due to the fear of management. o The study is conducted within a short period so its not possible to collect all relevant data.

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1.9 CHAPTER SCHEME Chapter 1: INTRODUCTION This chapter gives an introduction about the research conducted. It deals with the background study, theoretical background of the study, review of literature, statement of the problem, objectives of the study, scope of the study, research methodology adopted and the limitations of the study. Chapter 2: ORGANIZATIONAL PROFILE The chapter organization profile deals with the history of the organization, the management, organization structure, product profile and the market potential, competitive strengths of the company, future plans and the description about various functional areas. Chapter 3: MACRO-MICRO ECONOMIC ANALYSIS The chapter micro-macro analysis gives an insight about the industry in the Global scenario as well as the Indian scenario. Chapter 4: DATA ANALYSIS AND INTERPRETATION Analysis and interpretation deals with the analysis of the data collected for the study and the interpretation of the results obtained. Chapter 5: CONCLUSION This chapter deals with the discussions on the findings and the suggested recommendations based on the findings.

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CHAPTER 2 ORGANIZATION PROFILE

2.1HISTORY OF THE ORGANIZATION Sri Ganapathi Silks House the leaders of Silk saree manufactures especially to cater for all occasions. Mr.SR Amarlal,Mr.VG Jawaharlal,and Mr.JG Varadhan as a silk weaver started before 50 years ago had turned them to an enterpernur oF sri ganapathi silk house,the pioneers In Silk Products manufacture. Sri Ganapthi Silk house an history of over 50 years ,Formally started in 1978 had its beginning in selling silk sarees. Later,started to sell silk hangings, cotton sarees and silk dhotis. Resulted in popularity among the customers especially across domestic and foreign peoples.Now it has developed with an shopping area of 50,000sq.ft to cater our customers with various facinating ranges at the reasonable price. We manufacture sarees from our own loom. The designs that we use in the sarees reflects our ancient tradition. Customers would get mystified about the selection from our exclusive collection.Each a masterpiece, a collector's delight. Specially crafted for the woman who appreciates the art and craft of pure silks. Every woman's silken fantasy. Now brings to you in a stunning, dazzling range. To adorn your dreams... fulfill your every desire. A bedazzling array of the purest silks... woven to perfection. Our range of breathtaking silks includes silks adorned with Swarovski Crystals - sarees that make sure you dazzle in everywhere. our collection silks woven with highly artistic designs and adorned with elaborate motifs and borders.The celebration of the indian wedding comes alive in our collection of handloom silks. Intricate Jari work adorns luxurious silk, So that the bride is at her radiant best on her big day.For elegant printed silks look no further than our mesmerizing collection called Misty silks. These sarees are distinguished by their unique misty finish. With rich borders and end pieces to enhance them even more.Among the highlights of our collection at Ganapathi, are silk house with the traditional touch. Hand Embroidery with fascinating Jari works.Our Stainguard range of sarees is the last word in innovation. These sarees are as stain-resistant as they are beautiful.

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Step in to Sri Ganapthi Silk house, feel that you have entered in the Silk World. Also we are happy to say that a branch is going to be opened soon in the Silk City. This has become possible only because of the customers we have. 2.1.1OBJECTIVES o To provide quality products to meet out the customer needs. o To maintain discipline of their public. o Development of processes and product. o Involvement of employees/manager at all level

2.1.2QUALITY POLICY o Best. This saves the cost time for the customer. o Customer friendly in fulfilling their requirements.

2.1.3MAJOR COMPETITORS o SRIDEVI SILKS o THE CHENNAI SILKS o KALAYAN SILKS o POTHYS

2.2MANAGEMENT The management follows open office culture comprising of a flat organizational structure with only three levels of responsibilities via Board of Directors, Division Heads and Department Heads. The CEO/MD of the company is Mr. T.M. Ganapathy Mudaliyar.The Board Chairman, who provides a valid support is Mr.Murugasen.. The Managing Director is supported by Accounts Manager, Sales Manager and the Branch Manager, Assistant Sales Manager and the Customer care Manager Work under the Sales Manager. The company has more than 75 executives. It has split up the sales

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personnels into teams. The team leader will have under him +5 executives that includes the Management Trainee, Sales Executive and Trainees.

2.3ORGANIZATION STRUCTURE

Chairman

Managing director

Executive director

Design

MARKETING

PRODUCTION

OPERATION

R&D

Marketing manager

Production Manager

HR manager

Quality Manager

Business Development manager

Marketing manager

Maretial Manager

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2.4PRODUCT PROFILE AND MARKET POTENTIAL 2.4.1PRODUCTS PROFILE: The products profile of the company is vast and includes the following. o Puresilk sarees

o Wedding sarees o Fancy silk sarees o Silk scrafs o Readymade shirts

2.4.2MARKET POTENTIAL o SRI GANAPATHY SILKS

2.5COMPETITIVE STRENGTH OF THE COMPANY It can be analyzed through the SWOT analysis of the firm. The term SWOT means strength, weakness, opportunity and threats. 2.5.1STRENGTH o Hard working employee. o Long background-market presence nearly 33 years. o Trained work force. o Highly quality conscious.

2.5.2WEAKNESS

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o Lack of labors. o High price. o Strong competitors

2.5.3OPPORTUNITIES o Increasing population in Coimbatore o Awareness among the customers about the upcoming fashion trends o Upcoming hotels and restaurants in the company area 2.5.4THREATS o Competitors growth. o Shortage of labour.

2.6FUTURE PLANS o In future they are Planning to extend their business allover Tamilnadu o Additional branches in the tourist spot of southern region of Tamilnadu o Change in dress code for employees with superior material quality

2.7DESCRIPTION OF VARIOUS FUNCTIONAL AREAS o The Ganapathy silks has a various functional areas like o Purchase o Sale o Human resource and development o Store o Delivery department

2.7.1PURCHASE

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It mostly concerned with the purchase of goods from the goods supplier. They purchase the goods from the Bombay, Kolkata and some part of south India. The function of purchase department are the order placement, procurement of the raw material, and maintain the required inventory level for the uninterrupted production. 2.7.2SALES o The department maintaining a wide network of long standing delighted customers. o The finished goods are delivered into domestic market through direct sales . o The advertisement is done through media. o To retain their customer they focused on quality of the goods

2.7.3HUMAN RESOURCE: o Total number of labour:600 workers o The welfare facilities like canteen, hospital are provided. o The employees should work minimum 260/ year o They are proper safety measures are taken for the welfare of the employee. o For workers the salary is around Rs 4500/ month. o For employee they have benefits of leave allowances and madical allowances.

2.7.4STORE It is one of the service departments. The main activities of the stores are

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o Purchase requisition from user department o Placing purchase order o Material delivery follow up o Stock updating o Issue of material o Updating the records.

2.7.5DELIVERY DEPARTMENT: The delivery department takes cares of delivery of the clothes at the right time to the right customer. They ensure that the customers are highly satisfied during the delivery of the clothes. The customers are made comfortable during the delivery of the clothes.

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CHAPTER - 3 MICRO MACRO ECONOMIC ANALYSIS

3.1 INTRODUCTION TO INDIAN SCENARIO OF TEXTILE INDUSTRY The textile industry is undergoing a major reorientation towards non-clothing applications of textiles, known as technical textiles, which are growing roughly at twice rate of textiles for clothing applications and now account for more than half of total textile production. The processes involved in producing technical textiles require expensive equipments and skilled workers and are, for the moment, concentrated in developed countries. Technical textiles have many applications including bed sheets; filtration and abrasive materials; furniture and healthcare upholstery; thermal protection and bloodabsorbing materials; seatbelts; adhesive tape, and multiple other specialized products and applications. The Indian Textile industry has been undergoing a rapid transformation and is in the process of integrating with the world textile trade and industry. This change is being driven by the progressive dismantling of the MFA and the imperative of the recently

signed General Agreement Trade & Tariff. In this bold, new scenario, India has to move beyond its role of being a mere quota satisfying country. 3.1.1 History of Textile The history of textile is almost as old as that of human civilization and as time moves on the history of textile has further enriched itself. In the 6th and 7th century BC, the oldest recorded indication of using fiber comes with the invention of flax and wool fabric at the excavation of Swiss lake inhabitants. In India the culture of silk was introduced in 400AD, while spinning of cotton traces back to 3000BC. In China, the discovery and consequent development of sericulture and spin silk methods got initiated at 2640 BC while in Egypt the art of spinning linen and weaving developed in 3400 BC. The discovery of machines and their widespread application in processing natural fibers was a direct outcome of the industrial revolution of the 18th and 19th centuries. The discoveries

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of various synthetic fibers like nylon created a wider market for textile products and gradually led to the invention of new and improved sources of natural fiber. The development of transportation and communication facilities facilitated the path of transaction of localized skills and textile art among various countries. 3.1.2Textile History in India Indian textile enjoys a rich heritage and the origin of textiles in India traces back to the Indus valley Civilization where people used homespun cotton for weaving their clothes. Rigveda, the earliest of the Veda contains the literary information about textiles and it refers to weaving. Ramayana and Mahabharata, the eminent Indian epics depict the existence of wide variety of fabrics in ancient India. These epics refer both to rich and stylized garment worn by the aristocrats and ordinary simple clothes worn by the common people. The contemporary Indian textile not only reflects the splendid past but also cater to the requirements of the modern times. 3.1.3 Changes in Emphasis There has been a distinct and positive shift from quality to quality. Earlier Indian textiles were considered cheap and of low quality. The industry was at that time driven by large volumes, which were of paramount importance. The best quality was produced in Europe and Japan. Since then, India has come a long way, emerging as a manufacturer of high quality yarns and fabrics. The leading mills such as Raymonds, Read & Taylor, Aravind mills etc. Improved their quality standards prevailing into the world. 3.1.4 Implementation of New Equipment The textile industry has also become a high technology. The textile industry has also become a high technology industry. No body earlier could have concerned that the industry would require top of the line technical skills. Present day textile machinery is fully computerized and needs totally new skills to effectively manage it.

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3.1.5 New Marketing Trend On the marketing side, there has been a total change , with almost all players in the industry extending their reach to international markets. The impact of these trends on the textile industry is profound. Increasingly any company cannot sustain itself only on local market demand or only the exports. One has to look at the global markets in totality. 3.1.6 Competition This compulsion to access and compete in international markets has been perhaps one of the saving grace for the industry. Clearly the ability and necessity of meeting global competition head on, has forced the industry to upgrade its technology, product quality, cost structure and marketing skills. Truly, we have learnt more from the competitions than from ourselves. The role of Textile Industry in India GDP had been undergoing a moderate increase till the year 2004 to 2005. But ever since 2005 2006, Indian textiles industry has been witnessing a robust growth and reached almost USD 17 billion the same period from USD 14 billion in 2004-2005. At present, India textile industry holds 3.5 to 4 percent share in the total textile production across the globe and 3 percent share in the export production of clothing. The growth in textile production is predicted to touch USD 19.26 billion during 2006 2007. USA is known to be the largest purchaser of Indian textiles Following are the statistics calculation as per the contribution of the sectors in textile industry in India GDP: o India hold 22 percent share in the textile market in Europe and 43 percent share in the apparel market of the country. USA hold 10 percent and 32.6 percent shares in Indian textiles and apparel. o Readymade garment accounts for 45 percent share holding in the total textile exports and 8.2 percent in export production of India.

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o By 2010, India is expected to double its share in the international technical textile market o The entire sector of technical textiles is estimated to reach USD 29 billion during 2005 - 2010 3.1.7 Indian Textile Industry has some inherent strength o Tradition in Textiles and long operating experience o Large and growing domestic market o Strong raw material base o Production across entire textile value chain o Stable, low-risk economy, safe for business growth o Easy availability of abundant raw materials like cotton, wool, silk, jute o Widely prevalent social customs o Variety of distinct local culture o Constructive geographic and climatic conditions 3.1.8 Conclusion "India is presently exporting six billion U.S. Dollars worth of garments, whereas with the WTO regime in place, we can increase the production and export of garments to 18 to 20 billion U.S. Dollars within the next five years. This will enable generation of employment in general and in rural areas in particular. By tripling the export of apparels, we can add more than 5 million direct jobs and 7 million indirect jobs in the allied sector, primarily in the cultivation of cotton. Concerted efforts are needed in cotton research, technology generation, transfer of technology, modernization and upgrading of ginning and pressing factories and an aggressive marketing strategy." 3.2.GLOBAL SCENARIO OF THE TEXTILE INDUSTRY Indian textile exporters are facing stiffer competition in the US market from countries like China, Indonesia, Vietnam and Bangladesh, findings of a new report by the Federation of Indian Chambers of Commerce and Industry (FICCI) indicate. In addition to China, countries like Indonesia, Vietnam and Bangladesh have managed to

28

perform better, despite recession, than India in US market in 2009, the study says. Chinas global share of value-added manufacturing in both textiles and apparel has soared in the last decade at the expense of manufactures based in both rich and emerging economies. Although in 2010 the textile industry continues to face a series of uncertain factors, and export growth is difficult to recover in a short time, the domestic market will to play a significant role in the industry, structure adjustment and industrial upgrading will be carried out further in the national. In the condition of the gradually stable international market environment, a rebound can be seen in Chinese textile. Based on current statistic, the global textile market is at the moment worth a little. Based on current statistical, the global textile market is at the moment worth a little more than $400 billion, in spite of the fierce competition textile industry has to face, from other industries. Between 2002 and 2010 it is estimated that the global textile production will increase be a staggering 25 percent, with Asia being the region that is going to bring its major contribution to this tremendous growth. A $480 bn market which is expected to grow to about $700 bn by the year 2012 , yes we are talking about the world trade of textiles and apparels barely five years after the expiry of MFA . The Multi-Fibre Arrangement(MFA), that had governed the extent of trade between nations since 1974, expired on 31st December, 2004. It is expected that, postMFA , most tarif distortions would gradually disappear and firms with robest capabilities wil gain in the global trade of textile and apparel. Quotas on textile and apparel ment multi country and multi vendor sourcing for the buyers . While the abolishmeny of quotas has presented the buyers with an option to source from most efficient and cpst effective vendors and countries, for the suppliers it has opened the Pandoras box : stiff global competition driven by low cost and new legislation . The first two years of quota free trading has seen a number of changes taking place in the apparel and textile trade : a shift in the supplying bases, a decline in the sourcing prices & re -orientation of the buyer supplier relationship. While the phase out of quotas has seen clear emergence of supplier regions (China and South Asia), it hasnt wiped out the vulnerable countries . The countries like Bangladesh,Indonesia and Cambodia etc., which were expected to lose business, sHave on the contrary seen an increase in their

29

exports to key destination in the first two years. This is partly due to the fact that a number of buyers have not altered their sourcing strategy drastically and also due to various step taken by apparel industry in these countries to improve their competitiveness.

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Chapter 4 DATA ANALYSIS AND INTERPRETATION Table 4.1: Distribution of respondents according to the Age Age Frequency Below 20years 21-30years 31-40years Above 40years Total 39 67 54 36 196 Percent 19.9 34.2 27.6 18.4 100.0 Percent 19.9 34.2 27.6 18.4 100.0 Cumulative Percent 19.9 54.1 81.6 100.0

Source : Primary Data Interpretation : The above table indicates that the most of the respondents 34.2% are 2130years

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Table 4.2: Distribution of respondents according to the Gender Gender Frequency Male Female Total 147 49 196 Percent 75.0 25.0 100.0 Percent 75.0 25.0 100.0 Cumulative Percent 75.0 100.0

Source : Primary Data Interpretation : The above table indicates majority of respondents 75% are male. Table 4.3: Distribution of respondents according to the Income

Income of the employee Frequency Percent Less than 5000 5001-7500 7501-10000 Above 10,000 Total Source : Primary Data Interpretation : The above table indicates most of respondents 36% are 7501-10000 Income 39 58 70 29 196 19.9 29.6 35.7 14.8 100.0 Percent 19.9 29.6 35.7 14.8 100.0 Cumulative Percent 19.9 49.5 85.2 100.0

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Table 4.4: Distribution of respondents according to the Marital status Marital status Frequency Percent Married Unmarried Total Source : Primary Data Interpretation: The above table indicates majority of respondents 56% are Unmarried 86 110 196 43.9 56.1 100.0 Percent 43.9 56.1 100.0 Cumulative Percent 43.9 100.0

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Table 4.5: Distribution of respondents according to the Experience Experience Frequency Percent Below 5years 5-10years 11-15years Above15year s Total 36 65 85 10 196 18.4 33.2 43.4 5.1 100.0 Percent 18.4 33.2 43.4 5.1 100.0 Cumulative Percent 18.4 51.5 94.9 100.0

Source : Primary Data Interpretation: The above table indicates most of respondents 43.4% are of experience 1115 years

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Table 4.6: Distribution of respondents according to the time of work Employee time of work Frequency Percent Part time Full time Total 50 146 196 25.5 74.5 100.0 Percent 25.5 74.5 100.0 Cumulative Percent 25.5 100.0

Source : Primary Data Interpretation: The above table indicates majority of respondents 74.5% are Full time workers

Table 4.7: Distribution of respondents according to the dress code of the organization Comfortable with the dress code of the organization Frequency Percent Highly satisfied Satisfied Dissatisfied Total 5 86 105 196 2.6 43.9 53.6 100.0 Percent 2.6 43.9 53.6 100.0 Cumulative Percent 2.6 46.4 100.0

Source : Primary Data Interpretation: The above table indicates majority of respondents 53.6% are dissatisfied with the dress code of the organization

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Table 4.8: Distribution of respondents according to the usage of lift Employee are allowed to use lifts in the organization Frequency Percent Always Sometimes Never Total 59 66 71 196 30.1 33.7 36.2 100.0 Percent 30.1 33.7 36.2 100.0 Cumulative Percent 30.1 63.8 100.0

Source : Primary Data Interpretation: The above table indicates most of respondents 36.2% are not allow to use life in the organization

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Table 4.9: Distribution of respondents according to the flexible working hours Employee have flexible working hours in the organization

Frequency Yes No Total Source : Primary Data 46 150 196

Percent 23.5 76.5 100.0

Percent 23.5 76.5 100.0

Cumulative Percent 23.5 100.0

Interpretation: The above table indicates majority of respondents 76.5 are not having flexible working hours in the organization Table 4.10: Distribution of respondents according to the Existing Working condition Existing working condition Frequency Yes No Total 91 105 196 Percent 46.4 53.6 100.0 Percent 46.4 53.6 100.0 Cumulative Percent 46.4 100.0

Source : Primary Data Interpretation: The above table indicates most of respondents 53.6 % are not having existing working condition in the organization

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Table 4.11: Distribution of respondents according to the Positive feedback Employee get positive feedback when you do a better job Frequency Yes No Total 98 98 196 Percent 50.0 50.0 100.0 Percent 50.0 50.0 100.0 Cumulative Percent 50.0 100.0

Source : Primary Data Interpretation: The above table indicates equal number of employee getting positive feedback Table 4.12: Distribution of respondents according to the Salary/Motivate Salary/Motivate you to stick in the organization Frequency Yes No Total 102 94 196 Percent 52.0 48.0 100.0 Percent 52.0 48.0 100.0 Cumulative Percent 52.0 100.0

Source : Primary Data Interpretation: The above table indicates most of respondents 52% are saying Salary/Motivation help to stick in the job

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Table 4.13: Distribution of respondents according to the Work Pressure Rank the intensity of work pressure Frequency Rank1 Rank2 Rank3 Rank4 Rank5 Total 27 41 68 42 18 196 Percent 13.8 20.9 34.7 21.4 9.2 100.0 Percent 13.8 20.9 34.7 21.4 9.2 100.0 Cumulative Percent 13.8 34.7 69.4 90.8 100.0

Source : Primary Data Interpretation: The above table indicates most of respondents 34.7% are saying

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Table 4.14: Distribution of respondents according to the Over time and working even on holiday I work for long hours, on over time and even on holiday Frequency Strongly Agree Agree Strongly Disagree Dis Agree Total 79 32 58 27 196 Percent 40.3 16.3 29.6 13.8 100.0 Percent 40.3 16.3 29.6 13.8 100.0 Cumulative Percent 40.3 56.6 86.2 100.0

Source : Primary Data Interpretation: The above table indicates most of respondents 40.3% strongly Agree that they have to work for long hours, over time and even on holiday

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Table 4.15: Distribution of respondents according to the Work to do I feel that i have too much of work to do Frequency Strongly Agree Agree Strongly Disagree Dis Agree Total 28 71 64 33 196 Percent 14.3 36.2 32.7 16.8 100.0 Percent 14.3 36.2 32.7 16.8 100.0 Cumulative Percent 14.3 50.5 83.2 100.0

Source : Primary Data Interpretation: The above table indicates most of respondents 36.2% Agree that they have so much work to do

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Table 4.16: Distribution of respondents according to the Co-operation of co-works Co-operation of coworks create stress Frequency Strongly Agree Agree Strongly Disagree Dis Agree Total 32 64 63 37 196 Percent 16.3 32.7 32.1 18.9 100.0 Percent 16.3 32.7 32.1 18.9 100.0 Cumulative Percent 16.3 49.0 81.1 100.0

Source : Primary Data Interpretation: The above table indicates most of respondents(32.7%) agree that Cooperation of co-works creates stress

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Table 4.17: Distribution of respondents according to the certain relaxation techniques When i am on stress i use certain relaxation techniques Frequency Strongly Agree Agree Strongly Disagree Dis Agree Total 64 66 40 26 196 Percent 32.7 33.7 20.4 13.3 100.0 Percent 32.7 33.7 20.4 13.3 100.0 Cumulative Percent 32.7 66.3 86.7 100.0

Source : Primary Data Interpretation: The above table indicates most of respondents 33.7% agree that they will use certain relaxation techniques to reduce stress

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Table 4.18: Distribution of respondents according to the Supervisor guides I feel that the supervisor guides you properly Frequency Strongly Agree Agree Strongly Disagree Dis Agree Total 26 59 73 38 196 Percent 13.3 30.1 37.2 19.4 100.0 Percent 13.3 30.1 37.2 19.4 100.0 Cumulative Percent 13.3 43.4 80.6 100.0

Source : Primary Data Interpretation: The above table indicates most of respondents 37.2% strongly Disagree that Supervisor did not guides properly

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Table 4.19: Distribution of respondents according to the Medical facilities provide I feel that the medical facilities provided by the company is good Frequency Strongly Agree Agree Strongly Disagree Dis Agree Total 13 56 78 49 196 Percent 6.6 28.6 39.8 25.0 100.0 Percent 6.6 28.6 39.8 25.0 100.0 Cumulative Percent 6.6 35.2 75.0 100.0

Source : Primary Data Interpretation: The above table indicates majority of respondents(39.8%) strongly disagree to the fact thatt the medical facilities provided in the company is good

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Table 4.20: Distribution of respondents according to the additional workers in festival time Company provides additional workers in festival time Frequency Strongly Agree Agree Strongly Disagree Dis Agree Total 21 66 79 30 196 Percent 10.7 33.7 40.3 15.3 100.0 Percent 10.7 33.7 40.3 15.3 100.0 Cumulative Percent 10.7 44.4 84.7 100.0

Source : Primary Data Interpretation: The above table indicates most of respondents(40.3%) strongly disagree to the factor that the company provides additional workers in festival time.

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Table 4.21: Distribution of respondents according to the Work timings to complete the work I am expected to stretch work timings to complete the work Frequency Strongly Agree Agree Strongly Disagree Dis agree Total 14 75 84 23 196 Percent 7.1 38.3 42.9 11.7 100.0 Percent 7.1 38.3 42.9 11.7 100.0 Cumulative Percent 7.1 45.4 88.3 100.0

Source : Primary Data Interpretation: Most of the respondents(42.9%) strongly disagree to the fact that they expect to stretch work timings to complete the work.

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Table 4.22: Distribution of respondents according to the Welfare measures adopted by the company I am satisfied with the welfare measures adopted by the company Frequency Strongly Agree Agree Strongly Disagree Dis Agree Total 14 67 83 32 196 Percent 7.1 34.2 42.3 16.3 100.0 Percent 7.1 34.2 42.3 16.3 100.0 Cumulative Percent 7.1 41.3 83.7 100.0

Source : Primary Data Interpretation: Most of the respondents(42.3%) strongly disagree to the fact that they are satisfied with the welfare measures adopted by the company.

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Table 4.23: Distribution of respondents according to Break Time I am having enough break time Frequency Strongly Agree Agree Strongly disagree Dis Agree Total 16 50 89 41 196 Percent 8.2 25.5 45.4 20.9 100.0 Percent 8.2 25.5 45.4 20.9 100.0 Cumulative Percent 8.2 33.7 79.1 100.0

Source : Primary Data Interpretation: Most of the respondents(42.3%) strongly disagree to the fact that they are satisfied with the welfare measures adopted by the company.

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Table 4.24: Distribution of respondents according to the Good relationship with employee . Respondents according to the Good relationship with employee Frequency Strongly Agree Agree Strongly Disagree Dis Agree Total Source : Primary Data Interpretation: Most of the respondents(34.7%) strongly disagree to the fact that they are satisfied with the welfare measures adopted by the company. 9 71 68 48 196 Percent 4.6 36.2 34.7 24.5 100.0 Percent 4.6 36.2 34.7 24.5 100.0 Cumulative Percent 4.6 40.8 75.5 100.0

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Table 4.25: Distribution of respondents according to the Stress related diseases Please tick the stress related diseases you are challenged Frequency Head Ache Ulcer Back pain Sugar Total Source : Primary Data Interpretation: Most of the respondents(33.2%) are suffering from Backpain in the organization. 34 65 56 41 196 Percent 17.3 28.6 33.2 20.9 100.0 Percent 17.3 28.6 33.2 20.9 100.0 Cumulative Percent 17.3 50.5 79.1 100.0

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Table 4.26: Distribution of respondents according to the Work Pressure Factors will reduce stress in the working environment Cumulative Percent 8.2 39.3 34.7 17.9 100.0 8.2 47.4 82.1 100.0

Frequency Playing mild song Increasing break time Change in shift Free cabs for employee Total 16 77 68 35 196

Percent 8.2 39.3 34.7 17.9 100.0

Percent

Source : Primary Data Interpretation: Most of the respondents (39.3%) are suggestested to increase the break time.

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Table 4.27: Distribution of respondents according to the Satisfaction level of salary Satisfaction level of salary Frequency Highly Satisfied Satisfied Dissatisfied Highly Satisfied Total Source : Primary Data Interpretation: The above table shows that most of the respondents (37.2%) are dissatisfied with the salary in the organization 19 68 73 36 196 Percent 9.7 34.7 37.2 18.4 100.0 Percent 9.7 34.7 37.2 18.4 100.0 Cumulative Percent 9.7 44.4 81.6 100.0

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Table 4.28: Distribution of respondents according to the Satisfaction level of First Adi

Satisfaction level of First Aid Cumulative Percent 6.6 34.2 36.2 23.0 100.0 6.6 40.8 77.0 100.0

Frequency Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total 13 67 71 45 196

Percent 6.6 34.2 36.2 23.0 100.0

Percent

Source : Primary Data Interpretation: The above table shows that most of the respondents(36.2%) are dissatisfied with the first aid service provided by the organization.

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Table 4.29: Distribution of respondents according to the Satisfaction level of Bouns Satisfaction level of Bouns Frequency Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total 19 61 72 44 196 Percent 9.7 31.1 36.7 22.4 100.0 Percent 9.7 31.1 36.7 22.4 100.0 Cumulative Percent 9.7 40.8 77.6 100.0

Source : Primary Data Interpretation: The above table shows that most of the respondents (36.7%) are dissatisfied with the bonus provided by the organization to the employees.

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Table 4.30: Distribution of respondents according to the Satisfaction level of increment Satisfaction level of Increment Cumulative Percent 12.8 31.1 28.6 27.6 100.0 12.8 43.9 72.4 100.0

Frequency Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total 25 61 56 54 196

Percent 12.8 31.1 28.6 27.6 100.0

Percent

Source : Primary Data Interpretation: The above table shows that most of the respondents (31.1%) are satisfied with the increment in salary level.

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Table 4.31: Distribution of respondents according to Canteen facility Satisfaction level of Canteen Facility Frequency Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total 13 61 70 52 196 Percent 6.6 31.1 35.7 26.5 100.0 Percent 6.6 31.1 35.7 26.5 100.0 Cumulative Percent 6.6 37.8 73.5 100.0

Source : Primary Data Interpretation: The above table shows that most of the respondents (35.7%) are dissatisfied with canteen facilities in the organization.

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Table 4.32: Distribution of respondents according to the Satisfaction level o Timings Satisfaction level of Timings Frequency Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total 16 62 70 48 196 Percent 8.2 31.6 35.7 24.5 100.0 Percent 8.2 31.6 35.7 24.5 100.0 Cumulative Percent 8.2 39.8 75.5 100.0

Source : Primary Data Interpretation: The above table shows that most of the respondents (35.7%) are dissatisfied with the timings in the organization.

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Table 4.33: Distribution of respondents according to the Level of Training

Satisfaction level of Training Frequency Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total Source : Primary Data Interpretation: The above table shows that most of the respondents (36.7%) are dissatisfied with the Training program given in the organization. 18 64 72 42 196 Percent 9.2 32.7 36.7 21.4 100.0 Percent 9.2 32.7 36.7 21.4 100.0 Cumulative Percent 9.2 41.8 78.6 100.0

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CHI SQUARE TABLE

Table 4.34: Relationship between Age and Tiresome H0 There is no significant relationship between Age and Tiresome Chi-Square Tests Asymp. Sig. (2sided) 9 9 1 .477 .407 .511

Value Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Cases 8.578a 9.331 .432 196

Df

Since the chi square value is greater than the expected P value,0.05, therefore the null hypothesis can be accepted. Therefore there is no significant relationship between Age Tiresome

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Table 4.35: Relationship between Income level and Existing working condition H0 There is no significant relationship between Income level and Working hours

Chi-Square Tests Asymp. Sig. (2sided) 3 3 1 .638 .636 .693

Value Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Cases 1.693a 1.703 .155 196

Df

Since the chi square value is greater than the expected P value,0.05, therefore the null hypothesis can be accepted. Therefore there is no significant relationship between Income level and Existing working condition.

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Table 4.36: Relationship between Experience and Existing working Condition H0 There is no significant relationship between Experience and Existing Working condition Chi-Square Tests Asymp. Sig. (2sided) 3 3 1 .923 .923 .604

Value Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Cases .482a .483 .270 196

Df

Since the chi square value is greater than the expected P value,0.05, therefore the null hypothesis can be accepted. Therefore there is no significant relationship between Experience and Existing working condition

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Table 4.37: Relationship between Income level and salary motivate the employee to stick in the organization H0 There is no significant relationship between income level and salary motivate the employee to stick in the organization

Chi-Square Tests Value df


a

Asymp. Sig. (2-sided)

Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Cases

1.693

3 3 1

.638 .636 .693

1.703 .155 196

Since the chi square value is greater than the expected P value,0.05, therefore the null hypothesis can be accepted. Therefore there is no significant relationship between Income level and Salary motivate the employee to stick in the organization.

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Table 4.38: Relationship between Experience and Have too much work to do in the organization H0 There is no significant relationship between Experience and Have too much work to do in the organization

Chi-Square Tests

Value Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Cases .482a .483 .270 196

df 3 3 1

Asymp. Sig. (2-sided) .923 .923 .604

Since the chi square value is greater than the expected P value,0.05, therefore the null hypothesis can be accepted. Therefore there is no significant relationship between Experience and Too much work to do in the organization

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Chapter 5 CONCLUSION

5.1 RESULTS AND DISCUSSION o o o o o o o o o o Most of the respondents (34.2%) are of the age group 21-30years Majority of respondents 75% are male. Most of respondents 36% have an income range of 7501-10000 Majority of respondents 56% are Unmarried Most of respondents 40.3% strongly Agree that they have to work for long hours, over time and even on holiday Most of respondents (40.3%) strongly disagree to the factor that the company provides additional workers in festival time. Most of respondents 36.2% Agree that they have so much work to do Most of respondents 33.7% agree that they will use certain relaxation techniques to reduce stress Most of respondents 37.2% strongly Disagree that Supervisor did not guides properly Majority of respondents(39.8%) strongly disagree to the fact that the medical facilities provided in the company is good

5.2RECOMMENDATIONS o It is recommended to give training to the superiors about the employee relationship. o It is recommended to provide a periodical checkup for the employees . o It is recommended to provide extra workers during the festival time, so that the work stress for the employees will reduce and it will increase their productivity. o It is recommended that the Organization has to prioritize and defined the role of individual for better clarity of job role and completion of scheduled work in prioritized time.

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REFERENCES

BOOKS: o Luthans F (2005), Organizational Behavior, 10th Edition, McGrawhill,

Newyork,P.378. o Selye H (1976), The Stress of Life, New York, McGraw-Hill, p.74. o Prasad L M (2000), Organizational Behavior, Sultan Chand & Sons, New Delhi.

ARTICLES: o Schwartz AJ,Black ER,Goldestein MG, Jozefowicz RF, Emmings FG,Levels and causes of stress among residents,journal of medical education,1987 sep;62(9):744 o Aslaug Mikkelsen,per Oystein saksvik and Holger Ursin job stress and organizational learining climate, Interntional journal of stress management. Volume 5, No:October,1988 o David B.beaton Effects of psychological disorder on the immune system Volume 5, No:4 October 1988 o Andrewsp.ochtinsky The role of stress in psychological disorder Rochester institiue of technology Vol:5, No: 4/October 1988. o Peter R.Vagg,Charles D.Spielberger and carol F.Wasala, Effects on organization level and gender on Stress in working place ,International journal of stress management , vol 9,October 2002 o A.-S.Antoniou, F.Polychroni, A.-N.Vlachakis, Gender and age differences in occupational stress and professional burnout between primary and high-school teachers in Greece Journal of managerial psychology, Vol 21 Iss:7,2006,pp.682. o Patrica Loft,Mark G.Thomas,Keith J.petriea,Roger J.Booth,Jeremy Miles and Kavita Examination stress result in altered cardiovascular responses to acuate

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challenge and lower Cortisols, Psychoneuroendoccrinology, Volume 32,Issue 4,May 2007,Page 367. o Routledge,Work and Stress , Journal of European Academy of Occupational Health Psychology ,Volume24, 2009

WEBSITES: o http://en.wikipedia.org/wiki/stress_management o http://www,studygs,net/stress.htm o http://www.helpguide.org/mental/work_stress_management.htm o http://www.worklifebalance.com/stressmanagement.html

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APPENDICES A STUDY ON JOB STRESS AMONG THE EMPLOYEES IN SRI GANAPATHY SILKS

Dear respondent, I,SAISABARI S.R, doing M.B.A at SRI RAMAKRISHNA ENGINEERING COLLEGE, COIMBATORE, have undertaken a project study on job stress among employees in ganapathy silks. I would be grateful if you would kindly make it convenient to spare your valuable time for filling up the below furnished questionnaire. I assured that the data collected through this questionnaire shall be kept confidential and will be used for project purpose only.

1. Name(Optional)

_______________________

2. Age (a) Below 20 years (b) 21 30 years (c) 31 40 years (d) Above 40 years

3. Gender (a) Male (b) Female

4. Income level

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(a) Less than 5000

(b) 5001-7500

(c) 7501-10000

(d) Above 10,000

5. Martial Status (a) Married (b) Unmarried

6. Experience(In years) (a) Below 5 years (b) 5 10 years (c) 11 15 years (d) Above 15 years

7. Time of work. a) Part time b) Full time

8. I am comfortable with the dress code of the organization?

Highly Satisfied

Satisfied

Dissatisfied

9. Whether the employees are allowed to use lifts in the organization? Always Never sometimes

10. Do you have flexible working hours in SRI GANAPATHY SILKS?

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Yes

No

11. Are you satisfied with the existing working condition?

Yes

No

12. Do you get a positive feedback when you do a better job? Yes No

13. Do you think that your salary/wages motivate you to stick in the organization? Yes No

14.Rank the intensity of your work pressure with 1 being the least and 5 being the highest. (a) 1 (b) 2 (c) 3 (d) 4 (e) 5

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Please tick (

) the box which best describes your opinion of the aspect

SA - STRONGLY AGREE SD - STRONGLY DISAGREE

A - AGREE D - DIS AGREE

SA 1. I work for long hours, on overtime and even on holiday 2. I feel that work is heavy or tiresome

SD

3. I feel that I have too much of work to do.

4. Co-operation of coworkers creates stress.

5. When I am on stress, I use certain relaxation techniques.

6. I feel that the supervisor guides you properly.

7. I feel that the medical facilities

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provided by the company is good .

8. Company provides additional workers In the festival time. 9. Iam expected to stretch work timings to complete the work.

10. I am satisfied with the welfare measures adopted by the company

11. I am having enough break time 12. Whether the superiors are maintaining a good relationship with employees

15. Please tick the stress related diseases you are challenged by a) Head Ache d) Sugar g) Any Other Specify b) Ulcer e) Chest Pain c) Back Pain f) BP (High / Low)

16. what are the factors will reduce stress in the working environment? a) Playing mild songs d) free cabs for employee b) Increasing break time e) games c) change in shifts

e) Any other Specify_____________

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17. What is the level of satisfaction from the following factors? FACTORS HIGHLY SATISFIED SALARY FIRST AID ALLOWANCE BONUS INCREMENT CANTEEN FACILITY TIMINGS TRAINING SATISFIED DISSATISFIED HIGHLY DISSATISFIED

THANK YOU VERY MUCH

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