1 CHAPTER 1 INTRODUCTION 1.

1 ABOUT THE STUDY STRESS MANAGEMENT Stress can be defined as a state of physical and mental tension caused by certain external or internal factors in a person's life. The art of Stress Management is to keep oneself at a level of stimulation that is healthy and enjoyable. Stress management techniques have varied across a wide range of approaches, ranging from managing the work environment to reducing external sources of stress to managing the individuals intrapersonal factors. Although there are several models of stress, the bipartite division between the external stressor and the distress response of the individual is common to all. Stress management techniques can thus be divided into two sorts: environmental management, which attempts to arrange work environments to reduce the sources of stress; and those approaches that aim to support personnel to deal effectively with a variety of stressful situations DEFINITION OF STRESS: The term stress is derived form the Latin term String ere which means to clutch compress or bind. In the 15th century the term was used to describe troubles or pain. A century later, the term was used to describe burden force or pressure, especially on a persons body or soul. In the 17th centuries, stress denoted hardship pressure, strain or strong effort. 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 both uncertain and important.

2 Wolf and Goodell considered stress as inherent characterizes of life. They indicated that living creature is certainly in a state of more or less stress a dynamic state within an organization stemming in response to a demand for constant. Adoption they further populated that different stress had divergent meanings for individuals in terms of their part experiences. A European foundation describes stress as a process. Stressors are present both at work and home. Stress is a persons reaction to such factors and it can cause both acute and chronic diseases. Stress is a bodys reaction to stressors and also the way we experience it. Different people react differently stress is not entirely negative. Under certain conditions it can be stimulating, helping people mobilize their resources to meet challenges. MEASUREMENT OF STRESS Stress can be measured in various ways. Some researchers use questionnaire and some use the technical method, where a subject is asked to estimate his or her stress level, on different sealer. Stress can also be measured in an individuals blood or urine. Stress hormones reveal the nature of stress while blood pressure and pursue rate reflect the level of stress. Researchers can also obtain information from field studies of the actual working conditions at a work place. Different stress situations active different parts of an individuals endocrine system. If the cortical level rises, it is a signal that an individual is mobilizing resistance to stress. A blood sample provider information on stress levels at particular moment, where as urine sample are frequently used for monitoring the stress level during an entire working day.

3 Blood pressure, pulse rate and the electrical signals from the brain can also use to measure stress levels. They reflect variations in stress instantaneously and efficiently. GENDER AND STRESS Female workers report stress related symptoms more than men do. In some occupations women have a significantly risk of health problem due to psychological factors than men. These occupations relate to jobs in the manufacturing industry, postal assistants, telephone operators and cashiers, nurses and sewing women. Studies on women showed that social support might have a negative effect on health. To women a large social network means obligations to other people and may functions at a stress increasing factor women are mentally active as men and their stress responses are less pronounced. Women react less to performance demands than men do. This is the reason women live longer, however, this gender differences is decreasing as men and womens work roles become equal. Overtime has proved to have a more stressful effect on women. Even half-an hours overtime may be extremely stressful for women because it intervened with her family obligations females ex are particularly stressed by their dual rate. CAUSES OF STRESS Organizational factors There are no shortages of factors with in the organization that can cause stress. Pressure to avoid errors complete tasks in a short duration a demanding and insensitive less and unpleasant co-workers are a few examples. The factors include task, role and interpersonal demands Organizational structure; organizational leadership and the organizational life stage.

4 Task demands They include the design of the individuals job (autonomy, task, variety, degree of automation). Working conditions and the physical layout working in an over crowded room or in a visible location where interruption are continuous can increase anxiety of stress. Role demands Related to pressure placed on a person is a function of the particular role he or she plays in the organization. Role conflict created expectations that may be hard to satisfy. Role overload is experienced when the employee is expected to do more than time permits. Role ambiguity is created when role expectations are not clearly understood and the employee is not sure what he or she it to do. Interpersonal demands Are pressured created by other employees lack of social support from Colleagues and poor interpersonal relationship can cause considerable stress, especially among employees with a high social need. Organizational Structure Defined the level of differentiation in the organization the degree of rules and regulation and where decisions are made. Excessive rules and regulation and lack of participation in the decisions that affect an employee are examples of structure variables that might be potential sources of stress. Organizational Leadership Represents the managerial style of the organization senior executives some chief executive officers create a culture characterized by tension, fear and anxiety. They establish unrealistic pressure to perform in the short run; impose excessively tight control and relatively firing employees dont measure up

5 Individual differences Stress symptoms expressed on the job may actually originate in the person Personality. There are five variables they are as follows: perception Job experience Social support Belief in local of control hostility

Employee reacts in response to their perception of reality rather than to reality itself. Perception there fore will moderate the relationship between the potential stress condition and the employees reaction to it. The evidence indicates that experience on the job tends to be negatively related to work stress. Why to explanations have been offered. First is the idea of selective withdrawal. Voluntary turnover is more probable among people who experience more stress. Second people eventually develop coping mechanism to deal with stress. Because this takes time, senior member of the organization are more likely to adopt and should experience less stress. There is increasing evidence that has social support is collegial relationship with co-worker or supervisor can buffer the impact of stress. Local of control is a personality attribute. Those with an internal local of control believe they control their own destiny. Those with an external local believe their lived are controlled by outside forces. Evidence indicates that internal perceive their jobs to be less stressful than do external. Some people personality includes a high degree of hostility and anger. These people are chronically suspicious and mistrustful of others.

CONSEQUENCES OF STRESS Stress shows itself in a number of ways for instance an individual who is experiencing a high level of stress way develop high blood pressure, ulcer, irritability difficulty in making routine decisions and the like. These can be subsumed under three general categories physiological symptom, psychological symptom and behavioral symptom. Physiological symptoms: Most of the early careers with stress was directed at physiological symptoms. Stress could create changes in metabolism, increase heart and breathing rates, increasing blood pressure brings head aches and induce heart attack. Psychological symptmes : Stress can cause dissatisfaction. Job related stress could cause job satisfaction. It is the simplest and most obvious psychological effect of stress. But stress shows it self in other psychological state-for instance tension, anxiety, boredom and procrastination. Behavioral symptoms: It includes changes in productivity, absence and turnover as well as changes in eating habit, increase in smoking or consumption of alcohol, rapid speech and disorder. MANAGING STRESS Individual Approaches An employee can take personal responsibility for reducing his as her stress level. Individual strategic that have process effective include implementing time management techniques increasing physical exercise and relaxation training. Non competitive physical exercise such as aerobics, walking, jogging, swimming and bicycle have long been recommended by physicians as a way to deal

7 with excessive stress level. These forms of physical exercise increase heart capacity provide a mental diversion from work pressure etc. Individuals can teach themselves to reduce tension through relaxation techniques such as meditation, biofeedback. The objective is to reach the relaxation where one feels physically relaxed and detached from body sensations. Expanding your social support network can be a means for tensions reductions it provides you to someone to hear your problems and to offer a more objective perspective on the situation. That is high support reduces the likelihood that heave work stress will result in job burnout. Organizational Approaches Several factors that can cause stress, particularly task and role demand and organizational structure are controlled by management. As such they can be modified as changed. Strategic that the management might want to consider are. Improved personal selection and job placement. Use of realistic goal setting Redesigning of job Increased employee involvement Improve organizational communications And establishment of corporate wellness program

While certain jobs are more stressful than others we know for example that individual with little experience or an external leave of control tend to be more prove to stress. Selection and placement decisions should take these facts into consideration obviously management should not restrict hiring to only experienced individuals with an internal leave.

8 Individuals perform better when they have goal setting. They can do better when they have specific and challenging goals and receive feedback on how well they are progressing towards these goals. The use of goals can reduce stress. THE STRESS AUDIT In many organizations today, managers find that they must be more sensitive than in the past to potential sectors in their organizations, to maintain productive involved employee. They must recognize that employees may try to minimize stress even at the expense of promotions or significant pay increased. Managers and employees must be necessary for creative and productive work. They can evaluate the extent of dysfunctional stress in the situations by performing a stress audit, which helps to identify the symptoms and the cause of stress.

1.2 ABOUT THE INDUSTRY India is the worlds second largest producer of textiles and garments after China. The garments and textile industry presently contributes more than 20% of industrial output. Exports of textile and garments constitute an important section of Indian export. The garments industry in India is one of the best in the world. Today, garments exports from India have made inroads into the international market for their durability, quality and beauty. One of the reasons for the economical pricing of Indias readymade garments and apparels is the availability of highly skilled, cheap labor in the country. The superiority of Indias garments industry has been acknowledged in the National Textile Policy (NTP) of India 2000. An extremely well organized sector, garment manufacturers, exporters, suppliers, stockiest and wholesalers are the gateway to an extremely enterprising clothing and apparel industry in India. There are numerous garments exporters, garments manufacturers; readymade garments exporters etc. both in the small scale as well as large scale. The Indian garment industry clearly has many advantages. India is one of the biggest cotton producers in the world, it has a huge market, which creates the opportunity to exploit economies of scale, it has cheap skilled labor and it has plenty of design skills. Still, the countrys garment industry suffers from many structural weaknesses, unlike Chinas.

10 A strong raw material production base, a vast pool of skilled and unskilled personnel, cheap labor, good export potential and low import content are some of the salient features if the Indian textile industry. If Bangalore can be Indias Silicon valley, Tirupur can be our Textile valley, points out K.Palaniraman, a garment manufacturer in Indias textiles hotspot in Tamilnadu.In India, 95 percent of garments makers have annual sales of less than Rs.50 crores and of the 16000 export manufacturers, only around 100 companies are able to cross the Rs.100 crores sales level per annum. The textile industry in India makes an enormous and multi-directional contribution to the domestic economy of the country. The sector accounts for a significant portion of the total industrial output of the country and plays a vital role in the countrys economy with regard to employment and foreign exchange. GARMENTS INDUSTRY PROFILE A. Definition of Industry 1. Description The history of the Albanian textile and garment industry lies in an almost 40 years period of state owned enterprises, which operated under the centralized socialist economy. The previous industry production was derived through a large domestic valuedadded chain that used to produce from fiber until final product. Industry mainly supplied the domestic market, while exports were managed by a single government agency. After 1990, most of the enterprises went through a privatization process. A significant part of these enterprises didnt change their destination, they kept producing textiles and garments but their activity was now concentrated on production under outward processing regime of clothes which comprise the majority of the Albanias exports. The industry inputs are mainly supplied by imports, using the cheap labor advantage. The garment firms have no special technological processes, no

11 marketing strategies and poor vertical integration, consequently leaving abroad most of the value added in this sector. This industry plays an important role in the countrys economy as shown in Table women), number of firms (often joint-ventures) and an investment level confirming once again the labor-intensive nature of this sector. Foreign trade of the sector also reflects the structure of domestic production under OPT (Outward Processing Trade) regime. Exports and imports are interconnected as a result of re-exportation. Imports mainly consist of semi-final products, which are reexported after a few assembling operations. Garment export and import levels have been characterized by an increasing trend. Export growth rate for 2003 was 25% towards 2002 and with an absolute value of US$ thousand 155,219. While imports reached US$ thousand 203,043 in 2003. Main trade partners are Italy, Greece and Germany. 2. Standard Industrial Classification (SIC code) 182 Manufacture of other wearing apparel and accessories 1821 Manufacture of work wear 1822 Manufacture of other outerwear 1823 Manufacture of underwear 1824 Manufacture of other wearing apparel and accessories n.e.c B. Main Products Existing The industry range of products output is very well mirrored in the exports, due to reexporting production as explained above. The main products of this industry are suits, trousers, jackets, shirts and t-shirts, cotton intimate clothes, which are only assembled in Albania. Annex 1 shows figures on main exports (production) in this sector. C. Current Industry Structure

12 According to INSTAT data, the number of firms in 2002 in the garment sector reached about 407. They represent outward processing companies, Albanian or jointventures with Italian, Greek or other western countries companies. The industry is highly competitive with many companies operating in labor-based assembling processes of clothing. 1. Raw materials used in textile/garment industry Albania produces 3,000 tons annually of natural wool fiber and no cotton. Processing of these fibers almost does not place (a few of wool washing and spinning in Tirana factory), therefore this natural resource remains unexploited. On the other hand, it is partly used for traditional productions such as carpets and rugs especially in Korca and Kruja areas. Import level of wool fiber indicates a gap between domestic demand and domestic supply, and a good opportunity for import substitution. Whereas raw materials used by the garments producers (which actually are semi-fabrics) are imported for re-exporting purposes. The network, quality and their costs are totally under the foreign investors control. 2. Processors Huge number of garment producers is found in almost all main cities of Albania, employing critical mass of women coming from rural and suburb areas (see Table 1). 100% Albanian owned or joint-ventures, they are all competing for specific processes/orders coming from foreign companies to take place in Albania. Though many years of operation, the companies have not developed other skills, besides time and resource productivity for the specific processes that they apply. Other skills would be design, innovation and marketing for niche markets for which they feel risk-averse. Packaging takes place as part of assembling processes, based on specifications and

13 conditions set out by western partners. No Albanian origin is acknowledged. On the other side, a few cases are identified on small fashion houses designing unique garments.

3. Buyers Buyers are suppliers of raw materials, that is garment factories in Italy, Greece, Germany, etc (see Annex 1). While, final purchasers are European consumers, who are very sophisticated and following reputable brands. 4. Other supply firms Business association: Many companies of this industry have adhered at the Association of Albanian re-exporters. Packaging materials: No packaging production for clothing takes place in Albania. Package materials coming from foreign companies together with imports of garments part to be assembled in Albania. Advertising: No advertising; all terms (prices, terms of quality, product assortment, design, etc) are assigned by European purchasers who know and have contacts with European garment marketing networks. Equipment suppliers: Industrial assets in the garment industry consist mainly of investments on new machinery (Western technology) suitable for goods produced under outward processing regime marketed in European markets. They cover a variety of processes such as: cutting, sewing, and pressing. Packaging is usually performed manually.

14 Transport firms: The transport is provided by Albanian and/or foreign transportation companies. Universities: A textile engineering faculty existing in Tirana, generating about 30 students each year. D. Key Competitors Domestic: high number of companies operating in the OPT production, drives competition between them for orders and processes of foreign companies to take place in Albania. Productivity is based on cheap unit labor and production organization efficiency only. Developments in the international market influence trends in Albanian clothing production. Import: Developing countries are direct competitors of Albanian exports in this industry. Albania faces competition by countries shown in Table 3, which produce with OPT regime. Source: Eurostat, European Center for Import Promotion Germany is the largest importer of outer garments in the EU with roughly 17 billion Euros, of which 48% are purchased from developing countries through re-import or direct import . Imports of tricots/pullovers, etc for women along with woven trousers for men and women have increased significantly. Turkey is the main supplier of the German market of outer garments occupying 14% of Germanys total imports, followed by Italy, China, Poland (mainly re-imports), Romania (mainly re-imports), Netherlands, Greece, Bangladesh, etc. Great Britain is the second largest European importer. British producers use OPT to cover 78% of imported knitted garments and 73% of imported woven garments. British imports have recorded growth vis--vis several products: tricots, pullovers for men and women, tshirts, woven garments such as trousers, skirts, sport suits, and shawls. On the other hand, woven suit and gloves imports have dropped. China, Turkey and

15 Hong Kong are the main exporters of garments in the British market. France is also a large importer in the EU. Developing countries supply 46% of its imports. Italy, Morocco, Tunisia, etc. are the main exporters in the French market. Italy has also imported large amounts of outer garments in 2000. They accounted for 5.2 Euros, of which 74% were re-imported from non-EU countries. 48% of Italian imports came from developing countries. The import growth rate has been positive recently. Imports of t-shirts, tricots, pullovers, skirts, and woven blouses for women, stand over the average rate, while trousers for women and skirts have been the dominant woven garments. Imports of mens shirts have dropped. China is the leading exporter in the Italian market, followed by Tunisia, Romania, France, Belgium, Bangladesh, Croatia and Turkey. E. Potential Substitutes Demand for clothes and footwear has been supplied mainly by imports, consisting of second-hand clothes that fit consumption needs with affordable prices for the average consumer portfolio. Also, of less importance are also leather-based or other artificial fibers clothing produced in the international market. F. Other Issues The energy crisis has been one of the key reasons that brought several enterprises to bankruptcy and some others to raise the production cost because they use the generators. The poor quality of rural infrastructure makes it difficult to reach interior areas, resulting in making unattractive the use of domestic raw materials (such as natural wool fiber.) Investments are still required in the four Albanian seaports in order to improve efficiency of operations.

16 Communication lines are sufficiently present in urban areas (yet, mobile communication costs are still high), while the quality of telecommunication is still poor in rural areas. The Internet can be accessed from almost any major Albanian city. China accession to WTO creates a bigger global consumer market as well as raises opportunities for diversion of trade from some European companies towards Albania. Entry in the sector does not represent specific barriers and is equally treated as other production sectors; OPT production is exempted from import duties. G. Industry Trends Consumption and imports of European countries on garments show increasing figures, especially in specific products such as knitted clothing, casual-style clothing for women and sport clothing. Cheap labor countries are competing in OPT production through quick delivery and management efficiency of assembling processes. However, two options are for the future of these cheap-labor sectors in Far East, East Europe and North Africa: either to raise productivity of the processes, or to embark in efforts for developing new designs and their value-added chain. The second option can lead to sustainability and economics upgrade for these countries, especially with the entry of China in WTO. H. Five-force Analysis Industry competitors The competitive level between the garments firms doesnt seem to be an important factor in firms behavior and decision. For the nature of the production (OPT), these firms compete among them for linkages with foreign investors through cheap labor force and effective organization. In this sense, competition between existing 407 firms domestically is high. While, internationally Albanian companies are competed by east

17 European, far East and North Africa countries, who also provide cheap labor and investors incentives in this sector. It is interesting to note a small segment of fashion garments producers in Albania, who are trying to build some branded products. The efforts are modest and locally concentrated.

Potential entrants Though affected by the energy crisis, the sector has been ultimately attracting newcomers in the outward processing activities. Albania continues to represent the nearest country of Italian garments producers providing cheap labor. More western OPT orders for Albanian companies after China accession to WTO and Romania/Bulgaria preparation for EU accession are identified. Buyers and suppliers Due to the characteristics of this sector, the buyers and suppliers are the same. Their power is high since they are the ones to decide about the production, design, and all specifications. Threat of substitute products Used clothes sold domestically have some competitive power to the products of garments industry in Albania. Internationally, other artificial fiber-based clothing and leather clothing represent other substitute products. I. Conclusions/Prospects for Cluster Formation Though the positive growth rates through the years, the industry does not represent the clustering potentials, since the actors work independently and not willing to develop processes and designs. Lack of supply basis, skills in various business aspects such as marketing, design, human management, technical skills on textiles, make difficult the upgrade of industry in the short-run. Actors of this industry seem to be reluctant to cooperate and upgrade, since the OPT production is profitable and non-

18 risky for them, given the umbrella company in the foreign countries covering all the marketing, distribution, financial and design aspects of the production.The existing situation shows little optimistic perspective in this industry.

1.3 ABOUT THE COMPANY

INDIAN STITCHES PRIVATE LIMITED Indian Stitches Private Limited was established in the year 2007.Mr.Vishal Kumar and Mr. Vijay khurana are the Managing Directors of the company. It was situated in J26, K10 & K 11, Sipcot Industrial Growth Centre, Perundurai 638052, Erode (District).The main activities of the company is Processing( Dyeing and Bleaching) of Knit Fabrics . Company follow good human resource development policies which included creating atmospheres for self-actualization, periodic good incentives based on performance. All statutory benefits, free accommodation, canteen facilities and good bonus are provided by the management to its employee. Effective management and cordial relationship is followed by Mr. Benson with their staff members and employees of the company. The annual turnover of the company is nearly 12 crores in which exports play a main role over the last 3 years. LOCATION OF THE COMPANY INDIAN STITCHES PVT LTD (INDIAN COLOR CARE) is located At J26, K10 & K 11, Sipcot Industrial Growth Centre,Perundurai 638052,Erode, Tamil Nadu, India.It is surrounded by many companies. The company gives job opportunity to surrounding village people. The Total area is Nearly 10 acres. Further company posses the service facilities like transportation, post office and communication through telephone, fax, internet that are essential for the company to satisfy the customer. The companys office building has also been constructed with necessary factors, which are to be considered before construction. The following factors are considered,

19 Floor Space Free outflow and inflow of natural air Free from noise pollution Good lighting and ventilation

OUR BANKERS a. BANK OF INDIA b. ABN AMBRO EXPORT MARKET a. CANADA b. EUROPE OUR CUSTOMERS a. MOTHER CARE b. d. H&M SEARS c. GEORGE e. GROUP ANTHRA OUR ACHIVEMENTS a. GOTS b. MOTHERCARE NOMINATED DYE HOUSE COMPANY Mail & Web ADDRESS E-mail: iccproduction@stitches.in Web: www.stitches.in

OUR INHOUSE PROCESS A. PRODUCTION/LAB 1. Original Shade Collected By Marketing Team From Buyer 2. Lab Dip Was Developed From Lab Department According To The Customer Requirement

20 3. Pricing For The Lab Dip Quoted From Marketing Team According To The Shade 4. After Getting Lab Dip Approval From Buyer Production Sample Will Be Produced 5. After Approval Of Production Sample It Will Go to Bulk Production B. PURCHASE 1. According To The Production Quality Dyes,Chemical,Firewood Will Be Purchased 2. For Regular Maintenance Electrical and Mechanical Material Will Be Purchased C. EFFLUENT TREATEMENT PLANT 1. It is Zero% Dischargeable Plant biological treatment 3. Treated Water Will Be Sent To Ultra filtration RO1/RO2/RO3 4. Permit Water Will Be Collected Into A Tank And Will Be Used For Production 5. Rejected Water Will Be Sent To Evaporator 6. Evaporator Condensate Water Will Be Send To Production 7. Rejected Water Will Be Sent To Crystalizer.After Recovering Salt The Waste Water Will Be Sent To Solar Pan D. ACCOUNTS 1. What all the materials purchased by the concerned departments will be accounted 2. According to the supplier payment terms check will be released 3. Every annual account will be reconciled by the department E. MARKETING 1 Buyer original Lab dip approvals, bulk approval, grey fabric collection, finished fabric delivery will be maintained by marketing department. 2. According to the buyer price approval the in voice will be made. 3. As per customer credit terms payment will be collected by marketing teams. F.HUMAN RESOURCES 1. Recruitment by man-power sourcing like Workers, Staff, Contractors. 2. Dischargeable water is treated by normal conventional treatment and

21 2. Pay roll verification all categories of workers, staff, and contractors. 3. Workers/Staff discipline were followed. 4. Inside House keeping to be monitored with HR Asst. 5. All Gate records verification on day-to-day basis. 6. Security performance keenly watched and if any problem found direction to be given for scrutinize. 7. Contractors workers performance and discipline to be watched and instruction given to those contractors for further improvement and corrective ness. 8. Hostel accommodation, discipline, cleanliness should be verified & monitoring. 9. Staff, Workers Welfare facilities follow-ups.(ie .Water, Medical etc). 10. Conducting Safety awareness, First-Aid, Fire-fighting, & Induction Training programme to all categories. 11. In Co-ordination with all HODS inter departmental functions on daily meetings. G.ELECTRICAL DEPARTMENT 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. report COMPANY GOAL We Trust in continuous improvement of Quality and to serve the customer requirements with excellent fulfillment with on-time delivery. WELFARE SCHEMES 1. The company provides promotion/grade to the worker for every 2. The company provides annual bonus of Implementing energy conservation activities. E.B office dealing works (local & erode). Maintenance work schedule of all equipments in company. Preparing the monthly statement report of E.B. Preparing the monthly statement report of gensets. Guiding the supervisors and electricians. Discussing the daily status and upgrading the work schedule. Seeking the ways for energy saving purpose. Monitoring the house keeping of all dangerous areas. Checking the records of all machines, the daily diesel consumption

22 3. The company provides house rent allowance every month to the employees. 4. The company provides food allowances to the overtime workers. 5. The company provides night shift allowance. 6. The company provides casual leave and earned leave every year to all the workers. 7. The company provides advances for celebrating festival. 8. The company provides Washing Allowance 9. The company provides various types of loans. Also the company provides allowances for tour

CHAPTER 2 MAIN THEME OF PROJECT 2.1 OBJECTIVES OF THE STUDY

OBJECTIVE: The study is to assess the current stress level of the employees of at Indian stitches pvt ltd sipcot perundurai. To identify situations that causes stress. To identify emotional, physical, and mental effects of stress. To recognize major symptoms and behaviors related to too much stress.

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2.2 SCOPE OF THE STUDY

Stress is increasingly becoming accepted as a workplace phenomenon negatively affecting a growing number of people across the world. As the economy becomes global and competition increases in the battle for market shares and survival, pressure mounts on workers. Textiles industries in Tirupur become more in number and thereby stress of the employees are also increasing in parallel. Hence stress management gains more importance especially in manufacturing industries. Stress management helps to protect both the individual as well as the organization from the effects of stress. Thus it finds the causes of stress and has various techniques to reduce the stress level of the employees.

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2.3 LIMITATIONS OF THE STUDY

The study was applicable to Indian stitches only and cannot be generalized for the whole textile industry. The study is limited to 150 samples that include only the labour level employees of the company. Personal bias of the respondents affects the results of the study. The study is about the present perceptions of people. The findings are valid only for the present time. They are not universally valid for future and are likely to change.

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2.4 RESEARCH METHODOLOGY AREA OF THE STUDY Indian stitches , which has been selected to study the factors influencing the organisation climate and to determine the level of satisfaction of the employees with the organisation climate and the factors influencing it. RESEARCH DESIGN The study adopts descriptive research method. The major purpose of descriptive research is description of the state of affairs as it exists at present. The methods of research utilized in descriptive research are survey methods. The facts and information collected are analyzed to make a critical evaluation of the material. SAMPLING DESIGN Sampling technique & Sample Size Out of the total population of 350 employees a sample of 150 respondents are selected for the study. The simple random sampling method is used for the study. ii. Sample unit Sample unit goes ahead with who is to be surveyed. individual employee is the sampling unit. SOURCES OF DATA Here each

26 The sources are both primary and secondary sources. Primary data were collected by means of administered questionnaire. The questionnaire consists of particulars like Relationship with the stress management

The secondary sources of information regarding details of organization climate were gathered from various books and websites.

DATA COLLECTION METHOD Fieldwork is actual data collection operation. Data are collected through administered questionnaire. The questions are of closed ended type with multiple choices. The respondents were asked to reveal their opinion regarding the factors influencing the organisation climate and the satisfaction level of organisation climate in the company. The questionnaire includes scaling techniques like rating and ranking scales. TOOLS OF THE STUDY The statistical tools used for the analysis are: Simple percentage calculation Chi-square analysis ANOVA Correlation 1. Simple percentage analysis The percentage method is used for comparing certain feature. The collected data represented in the form of tables and graphs in order to give effective visualization of comparison made.

27 Actual population Sample Percentage = -----------------------------Sample size 2. Chi Square Analysis test It is useful to determine the sign cant relationship between the two ariables. The formula is used for chi-square test. (O-E)^2 Chi-square = ----------------E Where, O = observed frequency E = expected frequency Expected frequency is calculated as follows Row total x column total Expected value = -------------------------------------------Grand total Degree of freedom = (r-1) x (c-1) Where, R = Number of rows C = Number of columns. 3. ANOVA Analysis of variance (Abbreviated as ANOVA) is an extremely useful technique concerning researches in the fields of economics, biology, education, psychology, sociology, and business/industry in researches of several other disciplines. This technique is used here since multiple sample cases are involved One way ANOVA: X 100

28 Under the one way ANOVA, we consider only one factor and then observe that the reason for said factor to be important is that several possible types of samples can occur within that factor. We then determine if there are differences within that factor. The technique involves the following steps:

4.CORRELATION 1. The correction factor (C.F) = G^2 / N Where, G = Grand total N = No. of observation 2. Total sum of squares (T.S.S) = xij^2 C.F

x1^2 x2^2 x3^2 3. Sum of square between samples (S.S.B) = ---------+ ----------+ ---------- - C.F N1 N2 N3 4. Error sum of square (E.S.S) = (T.S.S) (S.S.B).

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2.5 REVIEW OF LITERATURE Stress at work is an unavoidable phenomenon for the human race. The nature of work has gone through drastic changes over the last century and it is still changing at high speeds. Professional stress or job stress poses a threat to physical health too. Work related stress affects both the health of the individual and the organization. For the initial review of literature, the following journal articles provide insights to the study. publication highlights knowledge about the causes of stress at work and outlines steps that can be taken to prevent job stress.

NIOSH defines job stress as "the harmful physical and psychological responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker. NIOSH researchers have identified the characteristics of jobs that can lead to stress:

30 The design of tasks: - Heavy workload, infrequent rest breaks, long work hours, and shift Work, Management style: - Lack of participation by workers in decision making, poor communication in the organization, lack of family-friendly policies. Interpersonal relationships: - Poor social environment and lack of support or help from co-workers and supervisors. Work roles:- Conflicting or uncertain job expectations; too much responsibility; Career concerns: - Job insecurity; lack of opportunity for growth, advancement, or promotion; rapid changes for which workers are unprepared. Environmental conditions:-Unpleasant or dangerous physical conditions such as crowding, noise, air pollution, or ergonomic problems. There are several constructive steps that can be taken by the businesses that consider stress as an important issue. They are the following: Build general awareness about job stress within the organization. Secure top management commitment and support for the program. Establish the technical capacity to conduct the program. Identify stressors. Evaluate working conditions, stress levels, health concerns, and job satisfaction. Design and implement solutions. Characteristics of "healthy" organizations include recognition of employees for good work performance, opportunities for career development, an organizational culture that values the individual

31 worker, and management actions that are consistent with organizational values. Evaluate progress regularly, and then refine the solutions in a continuous improvement process.

The second article that is reviewed, managing stress published by Progressive Grocer who investigates that the costs of unmanaged stress are extraordinarily high to individuals and organizations.

In this article, the author explained briefly about two types of stress as positive and negative. In small doses, stress can be good. It motivates, it helps dealing with deadlines and critical decisions, and it enhances creativity. But constant, continuous stress turns to distress.

Some of the coping strategies have been given for reducing stress. Coping strategies are varied and individualistic. They are breathing, relaxation, biofeedback, exercise and laughter to time management, positive imagery, worries cessation and nutritional basics. The cost of stress at work and the benefits of a stress free working environment Report Commissioned by the International Labor Organization (ILO), Geneva suggested that the costs to the organizations are primarily related to sickness, absenteeism, reduced productivity, replacement costs and additional retirement costs. There may be further costs due to damage in production or equipment as well as costs in connection with grievance and litigation, e.g. investigation and mediation costs. A potential public loss of goodwill towards the organization may be another more intangible cost.

32 Some of the reports had shown the following statistics regarding stress at work place. The Health and Safety Executive (HSE) have indicated that:

One in five workers report feeling extremely stressed at work. Self-reported work-related stress, depression or anxiety account for an estimated 10.5 million reported lost working days per year in Britain. The study reported in the European Heart Journal focused on more than

10,000 British civil servants. Those under 50 who said their work was stressful were nearly 70% more likely to develop heart disease than the stress-free. The studies of Whitehall employees - from mandarins to messengers started in the 1960s, but this particular cohort has been followed since 1985. As well as records how workers felt about their job, researchers monitored heart rate variability, blood pressure, and the amount of the stress hormone cortical in the blood. They also took notes about diet, exercise, smoking and drinking. Then they found out how many people had suffered a heart attack and how many had died of it. Lead researcher Dr Tarani Chandola, of University College London, said: "During 12 years of follow up, we found that chronic work stress was associated with CHD and this association was stronger both among men and women aged fewer than 50. "Among people of retirement age - and therefore less likely to be exposed to work stress - the effect on CHD was less strong." A survey of the European Unions member states found that 28% of employees reported stress-related illness or health problems. This accounts for 41

33 million EU workers (European Foundation for Working and Living Conditions, 1996) A recent survey by the Australian Confederation of Trades Unions concluded that stress was now the single most important occupational health and safety issue (ACTU, 2000) In a UK survey, 500,000 employees were found to be suffering from work related stress, suggesting a 30% rise from 1990 (HSE Survey of Work related ill health reported by Smith (2000)). The Bristol Stress and Health at Work Study (Smith, 2000), which used random community sample (N=7,069), showed that 15-20% were very or extremely stressed and 40- 45% moderately stressed. 23% had experienced an illness caused or made worse by work. Two other British surveys (Labour Force Survey,1995) based on selfreport, both using large-scale representative population-samples found that 31% and 26.5% of respondents respectively were suffering from work-related stress or related illness. PERC, a Hong Kong-based consultancy firm, found stress levels in Asia were on the rise and India is rated 6.1 on a 10-point rating scale. Investigations illustrated that stress can result in high blood pressure and heart related diseases. In addition, stress can also lead to anxiety and depression. The physical and mental problems that can be caused by stress can also lead to poor job performance. A survey of about 15,000 middle and senior-level executives in nearly 100 corporations revealed that the Indian executives work in a mechanical pattern. The international cardiac risk status says that the cardiac risk rate of Indian executives' is about 56 per cent.

34 About 25 percent of all heart attacks, among Indian men, occur while they are younger than 40. Death rates due to heart related diseases have increased to three times higher among Indians than those of European or East-Asian executives

CHAPTER 3 DATA ANALYSIS AND INTERPRETATION TABLE 3.1.1 THE AGE OF THE RESPONDENTS S. NO 1 2 3 4 AGE BELOW 20 YEARS 21 30 YEARS 31 40 YEARS ABOVE 40 YEARS TOTAL NO. OF RESPONDENTS 26 90 29 5 150 PERCENTAGE

17.3 60 19.3 3.4 100

INTERPRETATION

35 The above table shows that, 17.3% of the respondents are below 20 years, 60 of the respondents are 21-30 years and 19.3 of the respondents are 31-40 years and 3.7% of the respondents are above 40 years.

CHART 3.1.1

CHART SHOWING THE AGE OF THE RESPONDENTS

100 80 60 40 20 0 BELOW 20 YEARS 21 30 YEARS 31 40 YEARS ABOVE 40 YEARS 26 29 5 90

TABLE NO. 3.1.2 THE GENDER RATIO OF RESPONDENTS S. No 1. 2. GENDER MALE FEMALE TOTAL NO OF RESPONDENTS 90 60 150 PERCENTAGE 60 40 100

INTERPRETATION: From the above table, it is indicated that 60% of the respondents are male and the balance 40% of them are female respondent CHART - 3.1.2

36

CHART SHOWING THE GENDER RATIO OF RESPONDENTS 100 80 60 40 20 0 MEN WOMEN

TABLE 3.1.3 THE ANNUAL INCOME OF EMPLOYEES S. No 1 2 3 4 Annual income BELOW 5000 5001 TO 9000 9001 TO 15000 ABOVE 15000 TOTAL No. of Respondents 23 82 18 27 150 Percentage 15.3 54.7 12 18 100

INTERPRETATION

37 The above table shows that, 15.3% of the respondents are below 5000, 54.7% of the respondents are 5001 to 9000 and 12% of the respondents are 9001 to 15000 years and 18% of the respondents are above15000

CHART - 3.1.3
CHART SHOWING THE ANNUAL INCOME OF EMPLOYEES
90 80 70 60 50 40 30 20 10 0 82

23

27 18

BELOW 5000

5001 TO 9000

9001 TO 15000

ABOVE 15000

TABLE NO. 3.1.4 RESPONDENTS FIND IT ENTHUSIASTIC TO WORK

NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 28 87 22 13 0 150 PERCENTAGE 18.7 58 14.6 8.7 0 100

38

INTERPRETATION: From the above table it is inferred that 58% of the respondents are Agree, 18.7% of the respondents are Strongly Agree, 14.6% of the respondents are neutral, 8.7% of the respondents are Disagree, and 0% of the respondents are Strongly Disagree.

CHART 3.1.4

RESPONDENTS FIND IT ENTHUSIASTIC TO WORK

STRONGLY DISAGREE 0 DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 20 28 40 60 80 100 13 22 87

TABLE NO.3.1.5 RESPONDENTS LIKE WAITING FOR MY CO- WORKER FOR AN HOUR

39 NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL INTERPRETATION: From the above table it is inferred that 47.3% of the respondents are neutral, 23.4% of the respondents are Agree, 15.3% of the respondents are Disagree, 11.3% of the respondents are Strongly Disagree, and 2.7% of the respondents are Strongly Agree. CHART 3.1.5 RESPONDENTS 4 35 71 23 17 150 PERCENTAGE 2.7 23.4 47.3 15.3 11.3 100

RESPONDENTS I LIKE WAITING FOR MY COWORKER FOR AN HOUR

STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 4 10 20 30 40 50 60 70 80 35 17 23 71

40

TABLE NO.3.1.6 RESPONDENTS GET TIME TO EXERCISE DAILY NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL INTERPRETATION: From the above table it is inferred that 46% of the respondents are Strongly Agree, 27% of the respondents are Neutral, 17% of the respondents are Disagree, 10% of the respondents are Agree, and 0% of the respondents are Strongly Disagree. RESPONDENTS 69 15 40 26 0 150 PERCENTAGE 46 10 27 17 0 100

CHART 3.1.6

RESPONDENTS I GET TIME TO EXERCISE DAILY

80 70 60 50 40 30 20 10 0 STRONGLY AGREE 15 0 AGREE NEUTRAL DISAGREE STRONGLY DISAGREE 69

40 26

41

TABLE NO.3.1.7 RESPONDENTS HAVE CONCENTRATION AT WORK NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL INTERPRETATION: From the above table it is inferred that 44% of the respondents are Agree, 38% of the respondents are Strongly Agree, 15% of the respondents are Neutral, 3% of the respondents are Disagree, and 0% of the respondents are Strongly Disagree. RESPONDENTS 57 66 23 4 0 150 PERCENTAGE 38 44 15 3 0 100

CHART 3.1.7

42

RESPONDENTS I HAVE CONCENTRATION AT WORK

70 60 50 40 30 20 10 0 66 57

23 4 STRONGLY AGREE AGREE NEUTRAL 0

DISAGREE STRONGLY DISAGREE

TABLE NO.3.1.8 RESPONDENTS FEEL PROUD IN CONTRIBUTING MORE TIME TO THE COMPNAY NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 20 55 64 11 0 150 PERCENTAGE 13 37 43 7 0 100

INTERPRETATION:

43 From the above table it is inferred that 43% of the respondents are Neutral, 37% of the respondents are Agree, 13% of the respondents are Strongly Agree, 7% of the respondents are Disagree, and 0% of the respondents are Strongly Disagree. CHART 3.1.8

RESPONDENTS I FEEL PROUD IN CONTRIBUTING MORE TIME TO THE COMPNAY

STRONGLY DISAGREE 0 DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 10 20 20 30 40 50 60 70 55 11 64

TABLE NO.3.1.10 RESPONDENTS WOULD LIKE TO LEARN NOW THING FROM MY JOB

44 NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 30 70 39 11 0 150 PERCENTAGE 20 47 26 7 0 100

INTERPRETATION: From the above table it is inferred that 47% of the respondents are Agree, 26% of the respondents are Neutral, 20% of the respondents are Strongly Agree, 7% of the respondents are Disagree, and 0% of the respondents are Strongly Disagree. CHART 3.1.10

45

RESPONDENTS I WOULD LIKE TO LEARN NOW THING FROM MY JOB

80 70 60 50 40 30 20 10 0 70

39 30 11 0 STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

TABLE NO.3.1.11 RESPONDENTS FEEL MY JOB AS EASY NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL INTERPRETATION: RESPONDENTS 35 65 38 12 0 150 PERCENTAGE 23 43 26 8 0 100

46 From the above table it is inferred that 43% of the respondents are Agree, 26% of the respondents are Neutral, 23% of the respondents are Strongly Agree, 8% of the respondents are Disagree, and 0% of the respondents are Strongly Disagree. CHART 3.1.11

RESPONDENTS I FEEL MY JOB AS EASY

STRONGLY DISAGREE 0 DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 10 20 30 35 40 50 60 70 12 38 65

TABLE NO.3.1.12 RESPONDENTS FEEL THAT FEW MORE PERSONS SHOULD BE ADDED TO DO MY JOB NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 13 39 74 21 3 150 PERCENTAGE 9 26 49 14 2 100

47

INTERPRETATION: From the above table it is inferred that 49% of the respondents are Neutral, 26% of the respondents are Agree, 14% of the respondents are Disagree, 9% of the respondents are Strongly Agree, and 2% of the respondents are Strongly Disagree. CHART 3.1.12

RESPONDENTS I FEEL THAT FEW MORE PERSONS SHOULD BE ADDED TO DO MY JOB

80 70 60 50 40 30 20 10 0 74

39 13 21 3 STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

TABLE NO.3.1.12 RESPONDENTS AM CLEAR REGARDING MY JOB NATURE AND EXPECTATION OF MY SUPERIOR

48 NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 36 76 28 10 0 150 PERCENTAGE 24 51 19 6 0 100

INTERPRETATION: From the above table it is inferred that 51% of the respondents are Agree, 24% of the respondents are Strongly Agree, 19% of the respondents are Neutral, 6% of the respondents are Disagree, and 0% of the respondents are Strongly Disagree.

CHART 3.1.12

RESPONDENTS I AM CLEAR REGARDING MY JOB NATURE AND EXPECTATION OF MY SUPERIOR

STRONGLY DISAGREE 0 DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 10 20 30 36 40 50 60 70 80 10 28 76

49

TABLE NO.3.1.13 RESPONDENTS GET SUPPORT FROM MY CO-WORKERS AT EMERGENCY NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 31 64 40 12 3 150 PERCENTAGE 21 42 27 8 2 100

INTERPRETATION: From the above table it is inferred that 42% of the respondents are Agree, 27% of the respondents are Neutral, 21% of the respondents are Neutral, 8% of the respondents are Disagree, and 2% of the respondents are Strongly Disagree.

CHART 3.1.13

50

RESPONDENTS IGET SUPPORT FROM MY CO-

WORKERS AT EMERGENCY
70 60 50 40 30 20 10 0 64 40 31 12 3 STRONGLY AGREE NEUTRAL DISAGREE STRONGLY AGREE DISAGREE

TABLE NO.3.1.14 RESPONDENTS CAN SHARE MY REVIEWS TO MY SUPERIORS REGARDING WORK NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 37 60 43 8 2 150 PERCENTAGE 25 40 29 5 1 100

INTERPRETATION:

51 From the above table it is inferred that 40% of the respondents are Agree, 29% of the respondents are Neutral, 25% of the respondents are Strongly Agree, 5% of the respondents are Disagree, and 1% of the respondents are Strongly Disagree. CHART 3.1.14

RESPONDENTS I CAN SHARE MY REVIEWS TO MY SUPERIORS REGARDING WORK

70 60 50 40 30 20 10 0 60 37 43

2 STRONGLY DISAGREE

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

TABLE NO.3.1.15 RESPONDENTS SLEEP PEACFULLY

52 NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 25 61 54 9 1 150 PERCENTAGE 17 41 36 5 1 100

INTERPRETATION: From the above table it is inferred that 41% of the respondents are Agree, 36% of the respondents are Neutral, 17% of the respondents are Strongly Agree, 5% of the respondents are Disagree, and 1% of the respondents are Strongly Disagree. CHART 3.1.15

RESPONDENTS I SLEEP PEACFULLY

STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 10 20 25 30 40 50 60 70 1 9 54 61

53

TABLE NO.3.1.16 RESPONDENTS WOULD FEEL BETTER WHEN I AM GIVEN A RESPONSIBILITY NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL INTERPRETATION: From the above table it is inferred that 39% of the respondents are Neutral, 37% of the respondents are Agree, 13% of the respondents are Disagree, 11% of the respondents are Strongly Agree, and 0% of the respondents are Strongly Disagree. CHART 3.1.17 RESPONDENTS 16 56 58 20 0 150 PERCENTAGE 11 37 39 13 0 100

54

RESPONDENTS I WOULD FEEL BETTER WHEN I AM GIVEN A RESPONSIBILITY

STRONGLY DISAGREE 0 DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 10 16 20 30 40 50 60 70 20 58 56

TABLE NO.3.1.18 RESPONDENTS WOULD BE POLITE AT WORK PLACE NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 11 77 44 15 3 150 PERCENTAGE 7 52 29 10 2 100

55 INTERPRETATION: From the above table it is inferred that 52% of the respondents are Agree, 29% of the respondents are Neutral, 10% of the respondents are Disagree, 7% of the respondents are Strongly Agree, and 2% of the respondents are Strongly Disagree. CHART 3.1.17

RESPONDENTS I WOULD BE COOL AT MY WORK PLACE

STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 11 20 40 60 80 100 3 15 44 77

TABLE 3.2.18 CHI SQUARE TEST THE EDUCATION QUALIFICATION AND EASY TO FOLLOW RULE AND REGULATION OF COMPANY

56 EDUCATION QUALIFICATION AND EASY TO FOLLOW RULE AND REGULATION OF COMPANY Education Qualification SCHOOLING GRADUATE POST GRADUATE DIPLOMA STRONGL Y AGREE 6 12 7 3 28 TOTAL AGREE 13 31 10 6 61 NEUTRAL 13 16 13 7 49 DISAGREE 4 3 1 4 12 STRONGLY DISAGREE 0 0 0 0 0 TOTAL 36 62 31 21 150

Null hypothesis There is no significant relationship between the education qualification and easy to follow rule and regulation of company. Alternate Hypothesis There is a significant relationship between the education qualification and easy to follow rule and regulation of company.

Significance level Table Value Calculated Value

= 5% = 21.026 = 12.45

Result The table value is more than calculated value and hence accept null hypothesis. Interpretation

57 Null hypothesis is accepted. There is no significant relationship between the education qualification and easy to follow rule and regulation of company.

TABLE 3.2.19 CHI SQUARE TEST THE JOB POSTING AND QUALIFICATION MATCH WITH YOUR WORK JOB POSTING AND QUALIFICATION MATCH WITH YOUR

58 WORK JOB POSTING MANAGER CLERICAL SUPERVISOR QUALITY CONTROLLERS TOTAL Null Hypothesis There is no significant relationship between the job posting and qualification match with your work. Alternate Hypothesis There is a significant relationship between the job posting and qualification match with your work. Significance level Table Value Calculated Value = 5% = 7.815 = 2.67 YES 23 48 28 41 140 NO 1 6 1 2 10 TOTAL 24 54 29 43 150

Result: The table value is more than calculated value and hence accept null hypothesis. Interpretation

59 Null hypothesis is accepted. There is no significant relationship between the job posting and qualification match with your work.

TABLE 3.3.20 ANOVA TEST TABLE SHOWING THE VARIANCE BETWEEN THE MARITAL STATUS AND WORK ENVIRONMENT SOURCE OF DEGREE

60 VARIATION SS / Between SS / With in Total Table Value Calculated value SS 1295 633 1928 = 6.26 = 2.55 OF FREEDOM (5-1) 4 (10-5) 5 MS 1295/4 323.7 633/5 126.6 F RATIO 323.7/126.6 2.55 5% F LIMIT (4,5) 6.26

Degree of Freedom = (C - 1) (r - 1) (4,5) INFERENCE: The above table shows that the calculated value which is greater than the table value at 5% of the level of significance with the degree of freedom being V1 = 4 V2 = 5 this analysis is accept the null hypothesis. So, there is variance between the marital status and work environment

TABLE 3.3.21 ANOVA TEST

61 TABLE SHOWING THE VARIANCE BETWEEN THE AGE AND ORGANISATION VISION CREATES MOTIVATION TO EMPLOYEES SOURCE OF VARIATION SS / Between SS / With in Total Table Value Calculated value DEGREE OF FREEDOM (5-1) 4 (20-5) 15

SS 95 428 523

MS 95/4 23.75 428/15 28.5

F RATIO 23.75/28.5 0.833

5% F LIMIT (4,15) 3.06

= 3.06 = 0.833

Degree of Freedom = (C - 1) (r - 1) (4,15) INFERENCE: The above table shows that the calculated value which is greater than the table value at 5% of the level of significance with the degree of freedom being V1 = 4 V2 = 15 this analysis is accept the null hypothesis. So, there is variance between the age and organisation vision creates motivation to employees.

TABLE 3.4.22 CORRELATION ANALYSIS CORRELATION

62 Correlation is a statistical technique that can show whether and how strangely pairs of variable are related. Intelligent correlation analyses can lead to a greater understanding of your data

X 26 90 29 5 150

y 23 82 18 27 150

X -11.5 52.5 -8.5 -32.5 0

Y -14.5 44.5 -19.5 -10.5 0

X 132.25 2756.25 72.25 1056.24 4017

Y 210.25 1980.25 380.25 110.25 2681

XY 166.75 2336.25 165.75 341.25 3184.5

As the correlation co-efficient is 0.970, there is a negative correlation. So there is a no negative correlation between tools used by education qualification and income level.

CHAPTER - 4 4.1 FINDINGS

63 The survey depicts that, 17.3% of the respondents are below 20 years, 60 of the respondents are 21-30 years and 19.3 of the respondents are 31-40 years and 3.7% of the respondents are above 40 years. From the above table, it is indicated that 60% of the respondents are male and the balance 40% of them are female respondent From this survey,it was found that, 15.3% of the respondents are below 5000, 54.7% of the respondents are 5001 to 9000 and 12% of the respondents are 9001 to 15000 years and 18% of the respondents are above15000

From the above table it is inferred that 58% of the respondents are Agree, 18.7% of the respondents are Strongly Agree, 14.6% of the respondents are neutral, 8.7% of the respondents are Disagree, and 0% of the respondents are Strongly Disagree. From this survey,it was found that, that 47.3% of the respondents are neutral, 23.4% of the respondents are Agree, 15.3% of the respondents are Disagree, 11.3% of the respondents are Strongly Disagree, and 2.7% of the respondents are Strongly Agree. The study find that 44% of the respondents are Agree, 38% of the respondents are Strongly Agree, 15% of the respondents are Neutral, 3% of the respondents are Disagree, and 0% of the respondents are Strongly Disagree The survey depicts that that 46% of the respondents are Strongly Agree, 27% of the respondents are Neutral, 17% of the respondents are Disagree, 10% of the respondents are Agree, and 0% of the respondents are Strongly Disagree. From this survey,it was found that, 43% of the respondents are Neutral, 37% of the respondents are Agree, 13% of the respondents are Strongly Agree, 7% of the respondents are Disagree, and 0% of the respondents are Strongly Disagree.

64 The survey depicts that that 47% of the respondents are Agree, 26% of the respondents are Neutral, 20% of the respondents are Strongly Agree, 7% of the respondents are Disagree, and 0% of the respondents are Strongly Disagree. From this survey,it was found that,hat 43% of the respondents are Agree, 26% of the respondents are Neutral, 23% of the respondents are Strongly Agree, 8% of the respondents are Disagree, and 0% of the respondents are Strongly Disagree. The researcher found that 49% of the respondents are Neutral, 26% of the respondents are Agree, 14% of the respondents are Disagree, 9% of the respondents are Strongly Agree, and 2% of the respondents are Strongly Disagre The survey depicts that 51% of the respondents are Agree, 24% of the

respondents are Strongly Agree, 19% of the respondents are Neutral, 6% of the respondents are Disagree, and 0% of the respondents are Strongly Disagree. The survey depicts that 42% of the respondents are Agree, 27% of the respondents are Neutral, 21% of the respondents are Neutral, 8% of the respondents are Disagree, and 2% of the respondents are Strongly Disagree. From this survey,it was found that, 40% of the respondents are Agree, 29% of the respondents are Neutral, 25% of the respondents are Strongly Agree, 5% of the respondents are Disagree, and 1% of the respondents are Strongly Disagree. According to the survey that 41% of the respondents are Agree, 36% of the respondents are Neutral, 17% of the respondents are Strongly Agree, 5% of the respondents are Disagree, and 1% of the respondents are Strongly Disagree. The survey depicts that 39% of the respondents are Neutral, 37% of the respondents are Agree, 13% of the respondents are Disagree, 11% of the respondents are Strongly Agree, and 0% of the respondents are Strongly Disagree. From this survey,it was found that,that 52% of the respondents are Agree, 29% of the respondents are Neutral, 10% of the respondents are Disagree, 7% of the respondents are Strongly Agree, and 2% of the respondents are Strongly Disagree.

65 CHI-SQUARE Null hypothesis is accepted. There is no significant relationship between the education qualification and easy to follow rule and regulation of company. Null hypothesis is accepted. There is no significant relationship between the job posting and qualification match with your work. ANOVA The above table shows that the calculated value which is greater than the table value at 5% of the level of significance with the degree of freedom being V1 = 4 V2 = 5 this analysis is accept the null hypothesis. So, there is variance between the marital status and work environment The above table shows that the calculated value which is greater than the table value at 5% of the level of significance with the degree of freedom being V1 = 4 V2 = 15 this analysis is accept the null hypothesis. So, there is variance between the age and organisation vision creates motivation to employees.

66

4.2 RECOMMENDATIONS

Physical exercise such as aerobics, walking, jogging, swimming and bicycle can be done to reduce excessive stress. These forms of physical exercise increase heart capacity provide a mental diversion from work pressure etc. Individuals can increase their relaxation time through time

management techniques. Expanding their social network in the company will reduce the stress to the maximum possible extent. Individuals whose personality may cause stress, so they can do breathing exercise and yoga to reduce their stress. Redesigning of job can reduce workload and role conflicts. Company should improve the work environment so that it pleases the employees to work. Organization can improve sociability among employees through some celebrations and games. Overtime can be avoided through proper time management techniques. Company can establish corporate wellness program. Counseling can be given periodically to all employees in order to maintain a low stress level.

67

4.3 CONCLUSION The study was conducted in indian stitches pvt.ltd., sipcot. The study found out that the stress level of the employees and also the major factors that contribute stress. From the findings it is revealed that staffs indian stitches are facing moderate level of stress and some facing low level of stress. The organization can take necessary steps to reduce those moderate stress levels. Suggestions to both at individual and organizational level have been given to maintain the low stress level. Experts believed that the dysfunctional aspects of stress could directly impact an organizations performance and also affect the well-being of its employees. Stress at the workplace was linked to absenteeism, higher attrition, and decreased productivity. Stress led to fatigue, irritability, poor communication, and quality problems/errors. Hence it is advisable to the company to conduct stress audit periodically to find out the causes of stress and its effects at the work place.

68

APPENDIX QUESTIONNAIRE A STUDY ON STRESS MANAGEMENT WITH SPECIAL REFERENCE TO INDIAN STITCHES PVT LTD., SIPCOT AT PERUNDURAI. PERSONAL DATA 1. Name 2. Age (a) Bellow 20 years (c) 31 to 40 years 3. Gender (a) Male 4. Marital status (a) Married 5. Educational qualification (a) Schooling (c) Post graduated 6. Job postings (a) Manager (c) Supervisory 7. Experience (a) Below 1 year (c) 2 to 3 years 8. Annual income (a) Below 5000 (c) 9001 to 15000 (b) 5001 to 9000 (d) Above 15000 (b) Below 1 to 2 years (d) Above 3 years. (b) worker (d) quality control. (b) Under graduate (d) diploma (b) Unmarried (b) Female (b) 21 to 30 years (d) above 40 years.

69

(A) Strongly agree, (B) Agree, (C) Neutral (D) Disagree, (E) Strongly disagree.

70 S.NO Questions A B C D E

9) I find it enthusiastic to work. 10) I like waiting for my co-worker for an hour. 11) I get time to exercise daily. 12) The work environment pleases me to do my job 13) I have concentration at work. 14) I feel proud in contributing more time to the company. 15) I would like to learn new things from my job. 16) I feel my job as easy 17) I feel that few more persons should be added to do my job. 18) I am clear regarding my job nature and expectation of my superior. 19) I get support from my co-workers at emergency. 20) I find it easy to follow the rules and regulation of the company. 21) I can share my views to my superiors regarding work. 22) I sleep peacefully. 23) I Would be cool when my boss scolds me for a small mistake 24) I Would feel better when I am given a responsibility 25) I will be polite at my work place 26) Does your qualification match with your work (a) Yes 27) Give your suggestion (b) No

71 BIBLIOGRAPHY TEXT BOOKS: Human Resource Management and Personnel Management By Ashwathappa, 3RD Edition TATA McGraw-Hill Human Resource Management and Industrial Relations By Subba Rao, 2nd Edition Himalaya Publishing House WEBSITES: www.hr-guide.com www.google.com www.hrm.com www.wikipedia.com