Escolar Documentos
Profissional Documentos
Cultura Documentos
External guide
Dr.Bhargav Ramachandra
Mrs. Triveni
Faculty,Dept. of management
HR HEAD,HGS
Studies,TTL college,mysore
Mysore
Submitted to
KARNATAKA STATE
OPEN UNIVERSITY
Manasagangotri, Mysore-570006,
DECLARATION
KARNATAKA STATE
OPEN UNIVERSITY
Manasagangotri, Mysore-570006,
Date
PROJECT CERTIFICATE
This is to certify that Smt/Sri .... bearing
the
work on
Prof. Jagadeesha
Chairman,
Departments of studies &
Research in Management
KARNATAKA STATE
OPEN UNIVERSITY
Manasagangotri, Mysore-570006,
Date:.
GUIDE CERTIFICATE
This is to certify that Smt/Sri .... bearing the
register number has successfully completed the project work on
GUIDE SIGNATURE
ACKNOWLEDGEMENT
Firstly, I would like to express my sincere my gratitude to Mr.
, managing
Its our primary duty to express my humble thanks and deep gratitude to the staff and
our project guide Mr/Mrs
In getting my professional career, I never forget the help and scholarly values, which I
received from the faculty of my department. I am extremely grateful to them for their
valuable suggestions and giving advice, co-operation and support in the completion of project
work successfully.
I am thankful to my parents, family members and friends for their encouragement and
support in the completion of project work successfully.
Vinay.k
TABLE OF CONTENTS
SL. NO.
I.
CONTENTS
PG. NO.
EXECUTIVE SUMMARY
CHAPTER 1
II.
III.
IV.
CHAPTER 4
I.
II.
III.
IV.
CONCLUSION
V.
ANNEXURE
Questionnaire
Bibliography
EXECUTIVE SUMMARY
Our society, facing momentous challenges towards the beginning of the twenty first century,
needs visions of the future so attractive, inspiring, and compelling that people will shift from
their current mind-set of focusing on immediate crisis to one of eagerly anticipating the future
a future where the health and well-being of the earth and its inhabitants is secure.
Stress is one such health problem that affects each one of us in every day of our lives. Yet
recognizing we are stressed, working out why and doing something about it isnt easy for
anyone. Its much harder to confess to ourselves and to others that we feel stressed. To many
stress is seen as something of a disliked word, a sign of not being able to cope, of not being
good enough or even of being neurotic. However, if we dont realize that were over stressed,
we cant find a way to make life stressful for ourselves. Our health suffers, our relationship
suffers and we get less enjoyment and pleasure out of life.
We need to focus on ourselves. There are ways we can help ourselves and accept help from
others, and that is what this field study is about. If we avoid facing upto the excess stress in
our life, the consequences will come back to haunt us. If we face upto too much stress, if we
notice it and acknowledge it, we are on our way to a less stressful, more balanced life and a
healthier, happier one too.
In view of the above, field study is undertaken to find out the level of stress amongst the
employees and executives at HINDUJA GLOBAL SOLUTIONS,MYSORE which is an
INFORMATION TECHNOLOGY COMPANY. It includes:
10
11
COMPANY PROFILE
12
Hinduja Group
Established in 1914
IndusInd Bank
Presence in 42 countries in 5
continents
Hinduja Hospital
Gulf Oil
IndusInd
Media
Ashok Leyland
Businesses in:
Manufacturing
IT/BPO
Media & Telecom
Banking & Finance
Energy & Trading
Health Care
Interactive
In 2Cable
AMAS Bank
HTMT
13
14
Firm believers in traditional family values, the Hindujas have all along
striven to inculcate the family concept in their business enterprises.
Every member of the Group is encouraged to practice the Vedic
principles of work: 'Service with devotion' and ' Willingness to see fulfillment of one's
self-interest in the active promotion of the interest of the collective'.
15
THE VALUES:
The five principles as under, distilled from the lifetime experience of the
Founder of Hinduja Group, late Shri Parmanand D. Hinduja, serve as the
cultural cornerstones of the business of the Group, leading to a synergistic and
creative partnership of professional management and entrepreneurship among
the Group Companies:
Work to Give
Word is Bond
Act Local; Think Global
Partnership for Growth
Advance Fearlessly
Our Values
Sustained
Customer Focus
Growth
Sustained
Growth
Total Quality
Pride in Execution
Global Mindset
Values
People Empowerment
Pride in
Execution
Integrity
People
Empowerment
Global
Mindset
Customer
Focus
16
HGSL- overview
Global provider of BPO services
Over 14,000 people, 8000 seats
Market Cap - $500 Million
70 clients; Over 400 processes
Revenues - $165 Million
21 Delivery centers in 5 countries
Competencies & Capabilities
Vertical Expertise
Healthcare
Insurance
Telecom
BFSI
Consumer
Electronics
Pharmaceuticals
Utilities
Logistics &
Transportation
Media and
Entertainment
Technology
Process Competencies
Inbound
Customer care
Collections
Technical Help Desk
Service Provisioning
Product support
Cross-sell & up-sell
Directory Enquiry Services
Outbound
Telemarketing
Lead generation
Database building / cleaning
Soft collections
Transaction Processing
Claims adjudication
Plan Building, Claims Audit, Helpdesk,
Overpayment research
Order fulfillment
Account maintenance
Application processing
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2003 - 2004
2002-2003
2000-2002
Market Entry
Growth
ISO 9001:2000
accreditations
Industry Leadership
Organization wide
launch Six Sigma
initiatives
2004 2006
Global Presence
HIPAA certification
Business Expansion
Expand delivery
presence in US &
Canada
BS7799 accreditation
Acquisition
of Affina
a US based CRM
company
First contact
center customer
BPO Foray
Expansion
18
Quality Certifications:
19
relationships
with
clients,
partners
and
with
each
other.
Team Building: Group lunches and outstation team building exercises that
augment interpersonal relations and mutual understanding are also part of
HTMT work culture.
Learning and Development: It is an important function to meet the business
20
Process Improvement
HGSL understands the need for to achieve, maintain and constantly
exceed the expectations of Customers. It is with this purpose in mind that HGSL
has designed the Business Process Improvement (BPI) program. HGSL enables
its partners to achieve their business goals by improving two major enablers
People and Process.
Hinduja Global has been recognized and awarded with various laurels
over the years. Just HGSL recently, HGSL was ranked as the Best performing
Call Center worldwide by Global Services, in association with NEO IT.
21
ISO 9000
COPC
Six sigma Program
Customer Satisfaction survey
People Improvement Plan
Customized Automation Application
Customer Satisfaction survey
All employees are provided the Basic Quality awareness and Information
Security training as part of the Induction. Employees are trained in Six-Sigma
tools after 6 months of their work experience which enriches their job and
yields significant returns. Training modules are tailor-made to suit a particular
business need. The participating audience is also chosen based on specific
criterions resulting in a high degree of impact.
23
The business is undergoing a rapid change every day. HGSL believes that
it is extremely crucial not only to outperform competition but also outperform
self performance every time in order to achieve the best results and set global
benchmarks.
It is an organization endeavor to not only up skill the workforce but also
ensure the best Learning & Development opportunities to the employees. Training
is a focus to meet the challenging talent retention and skills up gradation in the
organization.
Employees are encouraged to cross functional up killing which helps
create new career opportunities. As a part of talent retention initiative a lot of
workshops and training programs are based on the need to help the employees
groom and hone the skills for the next level.
Investment in human capital through various key initiatives like Leader Plus!,
Leadership Par Excellence and Associate Development Program help us to
manage and grow our talent pool at all the levels in the organization.
About Mysore center
The companys manpower is about 1032 and still recruitment is going on.
Men workers employed: 742
Women workers employed: 290
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Sl No
Shift
1
2
3
4
5
6
Timings
First Shift
Second shift
Third Shift
Fourth Shift
Fifth shift
Break shift
7-4
8-5
1-10
2-11
3-12
9 to 15 & 6 to 10.15
Process at HGSL
1. Inbound process where in customers receives the call and provides
directory enquiry service regarding prepaid and postpaid.
2. Outbound process where in employees calls customers and do
telemarketing.
3. Query resolution Team wherein they try to resolve the problem and pass
on the resolution to the customer once the problem is solved.
Transaction processing wherein orders fulfillment and account maintenance is
taken care of
25
The corporate segment has been an all-time big player in the Indian market place and has
influenced IT trade as no other segments has ever done. The corporate bodies are investing
much more on technology infrastructure, networking, security and storage. Indian business
managers and executives are always focusing on how IT can give them the competitive
advantage by enhancing productivity and delivering greater products. With the companies
focusing to invest in intelligent networks that deliver high availability and scalability, with its
growing increased awareness in IT. Its acceptance has been accelerating significantly. Rapid
changes symbolizing the IT trade make awareness an essential ingredient. Internet, ebanking, online education, wirelesses and laptops are the products of the latest technology in
the IT sector.
Possessing the computer skills is more or less becoming mandatory for getting a decent job.
Knowledge of IT is happening and is a necessity. Almost every major enterprise is aware of
26
the technology and has at least some limited deployments. Wireless has become a core part of
every enterprise network and can no longer be regarded as an elective technology.
Technology has now reached the common man through mobile phones, personal computers,
laptops and a host of other utility products.
With full-fledged convergence being put into practice, there are new computing devices that
communicate and communication devices that compute. Also, with computers gradually
crossing the lines towards lifestyle products, acceptance of technology is inevitable. A steady
growth and an increase in the pace of IT implementation can be predicted in the corporate
sector.
Intense competition is blowing life into the trade and the struggle will continue for sometime.
There will be investments and innovations. Hence, there is an all-round development
empowered by IT.
Therefore, in todays ever-changing scenario HGS,MYSORE the information technology
company is one of its kind companies with a vision to pioneer in the business of einformation. With over 100 employees the company projects its competitive position.
STATEMENT OF PROBLEM
The old management paradigm said, in the interest of an organization, people are permitted
only to feel emotions at work those that are easily controllable. These emotions can be
categorized as positive. The new management paradigm says that managing people is
managing feelings. The issue isnt whether or not people have negative emotions; its how
they deal with them. Since the time immemorial, supervisors and subordinates have been told
to check their feelings at the door. And thats big mistake. Its one thing to say that behavior
is more accessible to supervisors than feelings are; its another thing altogether to say that
feelings have no place at work. The only natural conclusion is that managers cannot ignore
the stress issue and must actively seek to do something about it.
Therefore, stress management has become an important concern of HR development
department of most organizations. At HINDUJA GLOBAL SOLUTIONS,MYSORE we will
focus on how the employees manage and survive stress.
27
Stress is one such challenge to deal with, be it either personal or work related. Two facts
about stress cannot be ignored. First, people get sick from stress at work. Second, the costs
associated with stress are significant to every employer. They include lost time and lower
productivity. it is a major cause of employee absenteeism and turnover. Certainly, such
factors severely limit the potential success of an organization.
SCOPE OF STUDY
Scope of the study is limited to the information technology industry and in particular to
HINDUJA GLOBAL SOLUTIONS, MYSORE.
28
29
Research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
Research design, is needed because it facilitates the smooth sailing of the various research
operations, thereby making research as efficient as possible, yielding maximum information
with minimal expenditure of effort, time and money. Research design constitutes the blue
print for collection, measurement and analysis of data.
The preparation of research design for a study aids in establishing direction and indicating
what requires to be done, the method to employ and at what stage it has to be done.
SOURCES OF DATA
The research plan calls for gathering primary or secondary data or both. For, this research
work, the researcher has collected both primary and secondary data.
Primary data:
Primary data is the first hard information collected by the researcher from the employees and
the web sites of the HINDUJA GLOBAL SOLUTIONS, MYSORE. It consists of original
information gathered for the specific study.
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SAMPLE SIZE
Sampling size has been planned to 30 respondents on the whole for the company by using
random sampling method.
METHODOLOGICAL ASSUMPTIONS
The researcher has assumed that the methods and techniques selected for the study are
appropriate to analyze and interpret the data. The techniques and methods followed are:
The research design adopted would help the researcher in planning the study.
The structural questionnaire methods used for the collection of primary data along
with personal random interview has been considered most suitable and convenient.
The respondents are aware of their stress causes.
31
32
THEORITICAL
BACKGROUND OF THE
STUDY
33
INTRODUCTION
I just cant cope anymore. Do these words explode inside your head as you struggle to cope
with the dual demands of your work and your family? Do you feel as if you have no control
left over your life? Does an overwhelming feeling of anxiety envelope you every working
hour? If your answer is yes to all these questions then you may be a casualty of that modern
or new age disease called STRESS.
The topic of stress and its relationship to worker behavior has recently become a topic of
interest to organizational researchers. Until mid 1970s, research on stress was essentially
confined to its effect on health and was conducted by individual in the medical profession.
Why the recent concern with stress as an organizational behavior topic? First, stress appears
to be linked to employee performance and satisfaction, so the topic is a relevant independent
variable. Second, there is an implicit obligation of management to improve the quality of
organizational life for employees. Because stress has been directly linked to coronary heart
disease, a reduction in stress can increase both the general health and the longevity of an
organizations work force. Of course, this too can have performance implications work
force. Of course, this too can have performance implications. The point is that the topic of
stress has individual and group level relevance as well as organization system implications.
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Stress originates from the French word Retrecir, meaning narrowness, a constriction or the
limiting factor of power. The dictionary meaning of stress is a mentally or emotionally
disruptive or upsetting condition occurring in response to adverse external influences and
capable of affecting physical health, usually characterized by an increased heart rate, a rise in
blood pressure, muscular tension, irritability and depression in a person.
DEFINITIONS
In the world of Szilagyi and Wallace, stress is an internal experience that creates a
psychological or physiological imbalance within an individual and results from the factors in
the external environment, the organization, or the individual. This definition identifies three
main elements of stress in organization: 1. Stimulus element, 2. Response element and 3. An
interaction element.
Elements of stress
Components of stress
Stimulus
Environment
Organization
Individual
Interaction of
Stimulus and
Response
Response
Frustration
Anxiety
1. The stimulus element or component this includes the initiating forces that results in a
feeling of stress. Stress stimuli can originate from the environment, the organization and
the individual.
2. The response component it involves physiological, psychological or behavioral
reactions to stress. Two responses to stress are most frequently identified. One, frustration
which is caused by any obstruction between a behavior and its goal and second, the
anxiety which the feeling of being unprepared to respond appropriately in some situation.
Stress associated with organizational activities is called job stress.
35
According to Hans Selye, the most well known authority on this subject, there are two types
of stress. Eustress is the positive type that has its foundations in meeting the challenges of a
task or job. The effects of eustress are beneficial in that they help us to overcome obstacle.
Distress is negative in that it allows us to be overpowered. Anger, loss of control, feelings of
inadequacy and insecurity are all manifestations of distress.
SYMPTOMS OF STRESS
Most of the symptoms of stress are hidden. It is very essential to recognize early signs of
stress. So, although we may not be aware of it, if our circumstances at work or at home are
constantly stressful or unhappy our body will be continually producing unneeded adrenalin.
We know we are stressed when:
Digestion changes nausea, stomachaches, headaches, and in extreme cases
vomiting.
Drinking too much alcohol or taking illegal drugs to escape from feelings and to
unwind.
Smoking to calm oneself.
Depression or feeling tearful, low, guilty or worthless.
Bursts of temper or range.
Restlessness.
Feelings of emptiness.
Undergoing frequent mood swings.
Feeling anxious most of the time about work, deadlines, office, home.
Being constantly tired, having poor concentration and memory.
Difficulty in making decisions.
Palpitations feeling very rapid heartbeats.
36
Panic attacks waves of fear with sweating, trembling and a sense of impending
death.
Feeling critical and uninterested in people
Finding it difficult to show our emotions from anger to joy.
These are some of the immediate stress symptoms, making it clear that well being will suffer
if care isnt taken.
SOURCES OF STRESS
The sources of stress are highly personal and may vary from person to person. However, for
many of us, the ability to stay calm and healthy depends on small things. How we respond
to the irritations of every day life such as anger, rejection, interruptions, traffic jams and
deadlines are often indicative of our psychological and physical stress. Our own reactions or
over reactions are the sole factors that cause stress.
Szilagyi and Wallace have stated that stressful situations can have a number of sources. Three
sets of factors environmental, organizational and individual act as potential sources of
stress. Whether they become actual stress depends on individual difference such as job
experience and personality. They are described as below.
ENVIRONMENTAL FACTORS
Just as environmental uncertainty influences the design of an organizations structure, it also
influences stress levels among employees in that organization.
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A model of stress
Potential sources
Environmental Factors
Economic uncertainty
Political uncertainty
Technological
uncertainty
Organizational Factors
Task demands
Role demands
Interpersonal Demands
Organizational structure
Organizational
leadership
Organizations life stage
Consequences
Individual
Differences
Perception
Job experience
Social support
Belief in focus of
control
Hostility
Experienced stress
Individual Factors
Family problems
Economic Problems
Physiological
Symptoms
Headaches
High Blood Pressure
Heart disease
Psychological
Symptoms
Sleep disturbance
Depression
Decreased in job
satisfaction
Behavioral
Symptoms
Productivity
Absenteeism
Turn over
Changes in the business cycle create economic uncertainties. When the economy is
contracting, people become increasingly anxious about their security. Minor recessions, too,
increase stress levels. Downward swings in the economy are often accompanied by
permanent reductions in force, temporary layoffs, reduced pay, shorter workweeks, and the
like.
Political uncertainties occur when there is no stability in the ruling government and the
policies keep changing over night.
Technological uncertainties are a type of environmental factor that can cause stress. New
innovations can make an employees skills and experience obsolete in a very short period of
time. Computers, robotics, automation and other forms of technological innovations are a
threat to many people and cause them stress.
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ORGANIZATIONAL FACTORS
There are no shortages of factors within the organization that can cause stress: pressure to
avoid errors or complete tasks in a limited period, work overload, a demanding and
insensitive boss, and unpleasant co-workers are few examples.
Task demands are factors related to a persons job. They include the design of the
individuals job (autonomy, task variety, degree of automation), working conditions and the
physical work layout. Assembly line can put pressure on people when their speed is
perceived as excessive. The more interdependence between a persons tasks and the tasks of
others, the more potential stress there is. Autonomy, on the other hand, tends to lessen stress.
Job, where temperatures, noise, or other working conditions are dangerous or undesirable can
increase anxiety. So too, can working in an overcrowded room or in a visible location where
interruptions are constant.
Role demands relate to pressures placed on a person as a function of the particular role he or
she plays in the organization. Role conflicts create expectations that may be hard to reconcile
or satisfy. Role overload is experienced when the employees are 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 is to do.
Interpersonal demands are pressures created by other employees. Lack of social support
from colleagues and poor interpersonal relationships can cause considerable stress, especially
among employees with a high social need.
Organization structure defines the level of differentiation in the organization, the degree of
rules and regulations, and where decisions are made. Excessive rules and lack of participation
in decision that affect an employee are examples of structural variables that might be
potential sources of stress.
Organizational leadership represents the managerial style of the organizations 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 controls, and routinely fire employees who dont measure up.
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Organizations go through a cycle. Theyre established; they grow, become mature, and
eventually decline. An organizations life stage-that is, where it is in this four-stage cyclecreates different problems and pressures for employees. The establishments and decline stage
are particularly stressful. The former is characterized by a great deal of excitement and
uncertainly, while the latter typically requires cutbacks, layoffs, and a different set of
uncertainties. Stress tends to be least in maturity where uncertainties are at their lowest ebb.
GROUP STRESSORS
A group has a lot of influence on an employee behavior, performance and satisfaction. The
group can also be a potential source of stress. Group stressors can be categorized into four as
explained below.
Lack of social support. Employees are greatly affected by the support of one or more
members of a cohesive group. By sharing their problems and joys with others, they may be
much better. But if this type of social support is lacking for an individual, it can be very
stressful.
Inter-personal and intergroup conflict. A conflict has both functional and dysfunctional
consequences. Dysfunctional consequences have stress potential.
40
INDIVIDUAL FACTORS
The typical individual only works about forty hours a week. The experiences and problems
that people encounter in those other 128 non-work hours each week can spill over to the job.
Our final category, then, encompasses factors that comprise the employees personal life.
Primarily, this focuses on family and personal economic problems. It is always seen that
people hold family and personal relationships dear. Marital difficulties, the breaking off of a
relationship, and discipline troubles with children are examples of relationship problems that
creates stress for employees and that arent left at the door when they arrive at work.
CONSEQUENCES OF STRESS
Consequences of stress can be classified into three categories:
2. Physiological consequences: a growing body of work suggests that a strong link exists
between stress and physical problems or disorders. Medical research leads some scholars
to suggest that greater than 50 percent of illness have stress-related origins. The types of
physiological disorders that appear to be stress-related are many and varied. They may be
such minor dysfunctions as sweating, dry mouth and hot and cool flashes, problems in the
form of visible frustration, anxiety and depression.
3. Organizational consequences: support is growing for the theory that stress is a prime
contributor to many organizational problems, particularly poor performance and high
turnover and absenteeism.
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BURNOUT
Burnout has been defined as a state of mind resulting from prolonged exposure to intense
emotional stress and involving physical, emotional and mental exhaustion. In addition, other
factors also contribute to burnout. These causes may be organizations or individual related.
Among organizational factors for burnout include job conditions, poor opportunities for
promotion, inflexible rules and procedures and leadership styles.
The coping styles used by people constitute individual factors causing burnout. Coping styles
may be reactive or proactive. Proactive styles involve taking charge over events in ones life.
Reactive styles imply that one lets the event to happen and face their consequences.
Obviously, people who employ proactive styles are less prone to get exhausted. In contrast,
those who follow reactive styles are more prone to be exhausted emotionally and
attitudinally.
Can burnout be reversed? The answer is yes. With appropriate help, victims of burnout
from their physical and psychological exhaustion. If ongoing stress is reduced, if burnout
victims gain added support from friends and co-workers, and if they cultivate hobbies and
other outside interests, at least some people can return to positive attitudes and renewed
productivity. Such results can be attained, however, only through active efforts designed to
overcome burnout and to change the conditions from which it develops.
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The optimum stress level is that at which we are provoked to maximum action and have best
productivity. Maintaining this list for a couple of days will give us a fair idea of what causes
43
the maximum stress and what are the stress levels at which we can operate with maximum
productivity. Decrease in performance shows a higher level of stress than optimum stress
levels. This is the time when we need to learn techniques to manage stress.
O.B. CLOSE UP
Rating occupations by stress
Recent research divides occupations into four categories: Active jobs, low-strain jobs,
passive jobs, and high-strain jobs.
Active jobs have heavy pressure to perform but allow leeway for problem solving. The
hours tend to be long, but are partly at the workers discretion. Doctors, engineers,
farmers, executives and other professionals, for example, hold active jobs.
Low-strain jobs put low demands on people and give them a high degree of decisionmaking latitude. Tenured professors, carpenters, repair people, and successful artists,
among others, hold low-strain jobs.
Passive jobs combine low demands on skills and mental processes with little leeway for
learning or decision-making. These jobs offer almost no latitude for innovation. Examples
include the jobs held by billing clerks, night watchmen, janitors, dispatchers, and
keypunchers.
High-strain jobs have heavy pressure to perform and little leeway in decision-making.
These jobs tend to have long hours, require following rigid procedures, and allow little
latitude for taking breaks or time off for personal needs. Assembly-line workers, waiters
and waitresses, nurses aides, and telephone operators are good examples of people who
hold high-strain jobs.
There is strong evidence indicating that people in high-strain jobs have the highest rates
for many diseases. In fact, the risk of illness for such people is two to four times what it is
for others, independent of all others risk factors.
44
First, name it. Identify what is stressful and solve the problem creatively. By recognizing
this fact, we can stop floundering and suffering more than we need to. It is essential to
understand the environment in which the stress appears. The earlier we recognize the
symptoms, the easier it is to take the foot off the accelerator.
Second, find healthy work environments working for a company that attaches our
values. We have to work for companies committed to training and development of its
employees. We need to continue our education. Learning is one of the best strategies to make
for us and help to become resilient. Also one can have alternative interest to soothe ones
mind and body something, which can enable us o recharge our tired batteries.
Third, follow an individualized plan of action. When we feel stressed, we have to stop
what we are doing and breathe deeply, relax our mind and body, then visualize our goal and
see our self-achieving it. We have to restate every negative thought with a positive statement
about our strengths. We have to set mini behavioral goals such as identifying three new
companies to target, volunteering somewhere, etc we then have to take action on our
identified mini goals.
Making stress work for us and becoming resilient takes practice. Like babies learning to
walk, we will have set backs. The resilient are not perfectionists but are people who take
action, solve problems, and reserve time for renewal. In turn, they are often among the people
we admire. So we should start making stress work for us.
45
Fourth, we should build our other capital. At work one is recognized for results or
achievements. But we also need other people, who love us for what we are, irrespective of
our success or failures. They can be a source of energy, and also give us resilience and
comfort when the chips are down. We must make sure that we invest some of our time with
them.
Sixth, we should consciously practice doing one thing at a time, keeping our mind
focused on the present. We have to do whatever we are doing slowly, but more
intentionally, and with more awareness and respect. We should not waste our precious
present life on guilt about the past or concern for the future. If we have a hectic schedule, we
should prioritize our activities and do the most important ones first. We should organize our
life to include time for fun and spontaneity. We must laugh, smile, stop worrying and be
happier. We should also learn to delegate responsibility. We should welcome change and
challenges as an opportunity to lean and grow.
Seventh, when we find ourselves angry in situations, we should ask our self, what can I
learn from this? when we accept our self, others, and the various situations for what they
are, we become more effective in influencing them to change according to our wishes.
Therefore, we should always make stress work for us. For every person who surrenders to the
crushing weight of stress, there is another one who triumphs- who sees stress as a worthy
opponent and eagerly responds with a counter-force of creativity and energy. How do they do
it? It requires a special ability; the mastery of self-awareness, self-management and selfrenewal skills.
46
In fact the following rules for stress management offer humorous but helpful, tongue-incheck advice.
We have to get away from assumption that a situation is inherently stressful or no stressful.
We are the ones who put the labels there. We can also remove them. The feeling is often that
stress will go on forever. It is not the stress itself that is painful and disabling but the pain
itself that reduces the executives ability to cope. If we accept both our strengths and
weaknesses, we can definitely control our stress.
When stressed lots of people turn to alcohol to help them through. Some just light up a
cigarette. Still some others take illegal drugs. Many women, especially, binge on comfort
foods. But none of these are healthy, and nor are they successful ways of relieving stress. The
initial numbing effect of alcohol, for example, is very pleasing but after this has worn off too
much alcohol increases symptoms of depression and anxiety. Drinking, like taking
tranquillizer, can help to hide the stress symptoms but does not get rid of the stress. Alcohol
isnt the only culprit. Too much caffeine, too much nicotine and the long-term use of the
tranquillizers or sleeping pills may at first seem to help but in the end they interfere with the
bodys natural ability to control stress.
Another major cause of stress is anger. We should always try and release our anger instead of
blotting the same. The bottled anger causes frustration leading to stress. Here is one example
of a useful acronym-emotional A.C.E.
A: Assess accurately
C: Choose constructively
E: Express effectively
47
INDIVIDUAL STRATEGIES
As an individual one has several techniques available to reduce his or her tension. More
prominent among them are time management, physical exercise, relaxation, yoga, social
support, situation control and unburdening oneself.
1. Time management: most of us are poor in time management. The result is feeling of
work overload, skipped schedules and attendant tension. The truth is if one can manage
time effectively, he or she can accomplish twice as much as the person who is poorly
organized. Some basic principles in time management are:
Preparing daily a list of activities to be attended to
Prioritizing activities by importance and urgency
Scheduling activities according to the priorities set, and
Handling the most demanding parts of a job when one is alert and productive
2. Physical exercise: exercise in any form helps people to cope with the stress. It is for this
reason that people of all ages are seen taking early morning walk, or engaging themselves
in jogging, swimming or playing games.
48
4. Yoga: yoga is probably the most effective remedy for stress. Yoga has been used in our
countries. Its usefulness has not been realized with greater enthusiasm in our country and
abroad.
Yoga practices are several but the following are said to be useful to cope with the stress:
Annamaya kosha kriyas: traditional voluntary internal cleansing techniques,
yogasanas and shavasana.
Praanamaa kosha praanaama: five types of systematic regulated slow deep
respiration with or without breath-holding.
Manomaya kosha: meditation and devotional session.
Vijnanamaya kosha: analysis and understanding the nature of ones problems.
Anandamaa kosha: practicing joy under all circumstances.
Studies have revealed that yoga has cured several stress-related diseases. Datey et al. (1973)
and Patel (1973) showed that the practice of shavasana effectively reduced the blood
pressure. Yoga therapy has been found to be effectively in controlling asthma.
5. Social support: it is truism that people need benefit from social support. Applied as a
strategy to reduce job stress, this would entail forming close associations with trusted,
empathetic coworkers and colleagues who are good listeners and confidence builders.
These friends are there when needed and provide support to get the person through
stressful situations.
6. Control the situation: one must avoid unrealistic deadlines. He or she must do his or her
best and at the same time be aware of limits. It is impossible to please everyone.
49
7. Open upto others: one must give vent to ones feelings, emotions, fears and frustrations
in the presence of others who care for him or her. This process of unburdening oneself
makes the individual feel relaxed and free from stress.
ORGANIZATIONAL STRATEGIES
We explained earlier that organizational factors like task and role demands and organizational
structures often cause stress. Now these stressors can be controlled by management.
Additionally, management might want to consider several strategies such as personnel
selection and placement, redesigning of jobs, participative decision-making, improved
communication and establishment of corporate wellness programmes.
1. Personal wellness: personal wellness is a term used to describe the pursuant of ones
physical and mental potential through a personal health promotion program. A supervisor
can impact personal wellness of his subordinates through positive example,
encouragement, and by practicing the basic concept and techniques of human resource
management. When the manager is successful in creating a healthy work climate and
environment, everyone should benefit from the increased capacity of people to handle
successfully the change and stress that inevitably accompanies their lives at work.
4. Job redesign: job redesign involves enriching jobs either by improving job content
factors or by improving core job characteristics. Enriched tasks will eliminate the stress
found in more routine and structured jobs.
50
5. Selection and placement: certain jobs are more stressful than others. Individuals too
differ in their response to stress situations. Individuals with little experience or an external
locus of control, tend to be more stress-prone. Selection and placement decision should
take these facts into consideration. Obviously, while management should not restrict
hiring to only experienced individuals with an internal locus, such individuals may adapt
better to high stress jobs and perform those jobs more effectively.
51
Since stress is felt virtually by all employees in all organizations, insights about managing
stress in organizations are vital. This section is built on the assumption that in order to
appropriately manage stress in organizations, managers must (1) understand how stress
influences worker performance, (2) identify where unhealthy stress exists in organizations,
and (3) help employees handle stress.
52
It can be difficult for managers to identify the people in the organization who are
experiencing detrimentally high levels of stress. Part of the difficulty is that people often
respond to high stress in different ways. Another part of the difficulty is that physiological
reactions to stress are hard, if not possible, for managers to observe and monitor. Such
reactions include high blood pressure, pounding heart, and gastrointestinal disorders.
Despite the difficulty, there are several observable symptoms of undesirably high stress levels
that managers can look for. These symptoms are as follows:
Constant fatigue
Low energy
Moodiness
Increased aggression
Excessive use of alcohol
Temper outbursts
Compulsive eating
High levels of anxiety
Chronic worrying
Managers who observe one or more of these symptoms in employees should investigate
further to determine if employees exhibiting the symptoms are indeed under too much stress.
If so, the managers should attempt to help the employees reduce or handle their stress.
53
2. Make jobs interesting: in general, routine jobs that do not allow employees some degree
of freedom often result in undesirable employee stress. Managements focus on making
jobs as interesting as possible should help prevent the development of unwanted stressors
related to routine, boring jobs. Job rotation can also be taken up.
54
5. Job redesign: redesigning jobs to give employees more meaningful work, more
autonomy, and increased feedback can reduce stress, because these factors give the
employees greater control over work activities and lessen dependence on others.
6. Goal setting: based on an expensive research it is found that, individuals perform 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 as well as provide
motivation. Specific goals that are perceived attainable clarify performance expectations.
Additionally, goal feedback reduces uncertainties as to actual job performance. The result
is less employee frustration, role ambiguity and stress.
55
56
ANALYSIS &
INTERPRETATION
PART-A
57
PART A ANALYSIS
1) Age:
Years
No. of Respondents
Percentage
20-30
15
50
31-40
12
40
41-50
02
07
51 and above
01
03
As majority of the respondents are below 40 years this aspect may be considered as
advantage in capitalizing their potential.
2) Education Qualification:
Particulars
No. of Respondents
Percentage
Diploma
03
Graduates
22
74
Post Graduates
07
23
As majority of the respondents are graduates and diploma holders, they may be encouraged to
pursue higher studies to become graduates. So also graduates to acquire post graduation as
knowledge is an asset in any company.
58
3) Position:
Particulars
No. of Respondents
Percentage
Junior executive
14
47
Middle management
09
30
Senior management
07
23
Company is presently in right stage for planning their careers. Job rotation and executive
development including organizational development are areas which require attention of
management.
4) Monthly Income:
Particulars
No. of Respondents
Percentage
24
80
10,000-15,000
04
14
15,000-20,000
01
03
01
03
Employment stability depends among other factors. On salary and benefits. Company has to
ensure the employees receive the same and equitable levels of salary and benefits that is
prevailing in similar industries.
59
5) House:
Particulars
No. of Respondents
Percentage
Own
15
50
Rented
09
30
Lease
06
20
House: owning a house indicates their standard of living and their status in the society. It also
brings about certain amount of stability in the lives of the respondents.
6) Vehicle:
Particulars
No. of Respondents
Percentage
Two wheeler
15
50
Four wheeler
03
10
Public conveyance
12
40
Majority of the respondents own a vehicles which saves their time waiting for other means of
transportation and can reach their work place on time without any tension.
7) Marital Status:
Particulars
No. of Respondents
Percentage
Bachelor
02
07
Spinster
06
20
Married
22
73
Divorced
widowed
As majority of the respondents are married, they will have family responsibility and so they
will definitely look for jobs providing them with job security and prosperity.
60
8) Children:
Particulars
No. of Respondents
Percentage
Kinder Garten(M/F)(no.)
08
40
Primary school(M/F)(no.)
07
35
Middle school(M/F)(no.)
High school(M/F)(no.)
02
10
P.U. College(M/F)(no.)
03
15
Graduate(M/F)(no.)
Post-graduate(M/F)(no.)
Majority of the respondents children are in the kindergarten and they would want to give
their children with good educational opportunities.
Particulars
No. of Respondents
Percentage
2 hrs
08
27
2-3 hrs
07
23
15
50
After office hours majority of the respondents spend most their time with their family. This
shows that they are family oriented and leads to mutual co-existence.
Particulars
No. of Respondents
Percentage
8 hrs
05
17
8-10 hrs
21
70
04
13
From the response received it can be seen that majority of the respondents work up to 10 hrs
a day. So they ought to be provided with a stress free environment to work and given ample
opportunity for career growth.
61
Particulars
No. of Respondents
Percentage
At home
28
94
At club
At resort
At office
02
06
As majority of the employees spend their time at their residence, weekly outing, parties,
cultural programmes, sports and other events can be arranged not only for employees but also
for the members of family as it would be a motivating activity.
Particulars
No. of Respondents
Percentage
No change of jobs
11
37
2 jobs
13
44
3-4 jobs
02
06
4-5 jobs
01
03
5 and above
03
10
Particulars
No. of Respondents
Percentage
Better prospects
16
54
No job satisfaction
02
06
01
03
Convenience
11
37
No challenge
62
Particulars
No. of Respondents
Percentage
09
30
02
06
Both
19
64
Even though majority of the employees have previous experience, there is a tendency that
they are likely to leave the company if the present employment does not provide satisfaction.
Exit interviews could be very useful for finding out this attitude.
Particulars
No. of Respondents
Percentage
Reading
13
44
Writing
06
20
Playing games
06
20
Others
05
16
None
Indulging in hobbies is a mode of de stress to the body. It is essential part of the modern day
life. Majority of the respondents have opted reading as a hobby through which they can gain
knowledge and also take away their mind from other worries and tension.
63
Particulars
No. of Respondents
Percentage
Smoking
01
03
Drinking (liquor)
01
04
Others
02
06
None
26
87
Gambling
Majority of the respondents dont indulge in any of the above habits and as such are aware
that all these are only temporary answers to their stress and dont give any permanent
solution.
Particulars
No. of Respondents
Percentage
Diploma
01
03
Graduation
21
70
Post-Graduation
08
27
Majority of the respondents are graduates and as such can be given the encouragement for
further studies and improve their career goals.
18) Does your qualification match with the job you are presently doing:
Particulars
No. of Respondents
Percentage
Yes
11
37
No
08
26
11
37
Qualification and job should match with each other to provide job satisfaction and motivation
to improve our career goals, in the absence of which we would only be doing a mechanical
job.
64
PART B ANALYSIS
65
PART B ANALYSIS
Table No.1: table showing feeling of anxiety every morning the respondents wakes up.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
7
18
4
1
30
Percentage (%)
23
60
13
4
GRAPH-1
60
50
40
No. of
Respondents in 30
(%)
Percentage (%)
20
10
0
Never
Sometimes
Often
Always
Particulars
Concept: Anxiety is the state of being tense and a feeling of uneasy. Too much stress can
lead to anxiety and fear. A small amount of anxiety is called worry and this stays with us
until the problem is sorted out. The panic attack is an extreme response to anxiety.
Analysis: From the response received it is observed that 60% of the respondents wake up
with a feeling of anxiety in the morning. 23% of the respondents have expressed that they
Never have a feeling of anxiety and 4% always which is significant.
Interpretation: In view of the above analysis it may be evaluated that work related stress
also cause Anxiety while getting up from sleep, which depends on severity of stress and
sleeplessness and thereon.
66
Table No.2: Table showing whether the respondents sometimes have trouble falling asleep
when alone or during journey.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
15
12
02
01
30
Percentage (%)
50
40
6
4
GRAPH-2
50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0
Percentage (%)
Never
Sometimes
Often
Always
Particulars
Concept: Having trouble falling asleep when alone or during journey or even otherwise is a
very common phenomenon of stress. This sleeping disability is due to unpleasant feelings,
which a person is experiencing and is an unhealthy sign. It is a stress reaction.
Analysis: It is seen from the data that 50% of the respondents dont experience this problem.
However, 40% of them experience this sometimes and about 4% of them always have a
problem falling asleep when alone or during journey.
Interpretation: Hence it is understood that though majority of the respondents dont have
any sleeping disorders, the remaining 50% go through this stress symptoms either sometimes
or always. This might be a consequence of either a situational anxiety or depression.
67
Table No.3: Table showing whether the respondents when under pressure often search for a
cigarette, a drink or a tranquilizer.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
29
01
30
Percentage (%)
97
3
-
GRAPH-3
100
90
80
70
No. of
60
Respondents in 50
(%)
40
30
20
10
0
Percentage (%)
Never
Sometimes
Often
Always
Particulars
Concept: Drinking too much of alcohol, caffeine to unwind smoking to calm oneself and
taking tranquilizers or sleeping pills to hide from stress are all stress symptoms. These offer
only momentary relief, but are in no way successful ways of relieving stress.
Analysis: From the feedback received it is evident that 97% of the respondents never reach
either for a cigarette, a drink or a tranquilizer when under pressure. Its only 3% of the
respondents who reach for them when under pressure.
Interpretation: Hence, it is confirmed that either drinking alcohol or cigarette smoking are
not stress releasing factors, but they show nervous disability.
68
Table No.4: Table showing whether the respondents would easily become irritated over
everyday matters.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
09
17
04
30
Percentage (%)
30
57
13
-
GRAPH-4
60
50
40
No. of
Respondents in 30
(%)
20
Percentage
10
0
Never
Sometimes
Often
Always
Particulars
Concept: Being irritated, is when we loose our cool and get annoyed when faced with
everyday delays and frustrations. Occupational stress makes a person irritated and will lack
patience.
Analysis: From the feedback received, it is seen, that 57% of the respondents get irritated by
everyday matters, while 30% of them never get irritated and 13% have often-such feelings.
69
Table No.5: Table showing whether the respondents experience headaches or stomach ache
under pressure.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
11
13
05
01
30
Percentage (%)
37
43
17
03
GRAPH-5
45
40
35
30
No. of
25
Respondents in
20
(%)
15
Percentage (%)
10
5
0
Never
Sometimes
Often
Always
Particulars
Concept: Developing a headache or stomach ache under pressure is a stress reaction. This
may be either an occupational stress or a personal stress.
Analysis: It is seen here that 43% of the respondents experience headaches and stomachaches
under pressure. About 37% of them never experience such pressure and 3%of them always
experience pressure and headaches.
Interpretation: Thus, it is confirmed that work or occupational stress Also cause head aches
under pressure among certain fearful situations as anxious moments.
70
Table No. 6: Table showing whether the respondents are able to relax and have fun.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
01
12
12
05
30
Percentage (%)
3
40
40
17
GRAPH-6
40
35
30
25
No. of
Respondents in 20
(%)
15
Percentage (%)
10
5
0
Never
Sometimes
Often
Always
Particulars
Analysis: From the feedback it is seen that 40% of the respondents sometimes have fun and
another 40% often have fun and are able to relax while, 3% of them are never able to relax
and have fun it is good to see that 17% of the respondents always are able to relax and have
fun.
Interpretation: From the above analysis it can be interpreted that a major portion of the
respondents are able to relax and have fun, which means they know how to influence their
body functions to relieve the effects of stress and anxiety.
71
Table No. 7: Table showing whether the respondents are exhausted by daily demands at
work and home.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
04
20
04
02
30
Percentage (%)
13
67
13
7
GRAPH-7
70
60
50
No. of
40
Respondents in
30
(%)
Percentage (%)
20
10
0
Never
Sometimes
Often
Always
Particulars
Concept: Being exhausted by daily demands at work and home is a stress related malady. It
may be termed as a by-product of stress. Theres no escaping it. Only the magnitude of
exhaustion differs from each individual.
Analysis: It is seen from this table that 67% of the respondents are only sometimes being
exhausted by these daily demands at work and home. While 13% of them are never exhausted
and 13% of them are often exhausted. It is only 7% of them who are always exhausted by the
demands at work and home.
Interpretation: Hence, it is evident that occupational stress coupled with domestic demands
makes a person exhaustive physically and mentally. Exhaustion may be a result of meeting
unrealistic deadlines for the completion of difficult tasks.
72
Table No. 8: Table showing whether the respondents feel empty, no matter, how much
success they have.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
10
15
04
01
30
Percentage (%)
33
50
13
4
GRAPH-8
50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0
Percentage (%)
Never
Sometimes
Often
Always
Particulars
Concept: This is a concept where in individuals are not happy or satisfied with the success
they are having. This situation arises when they have not much time left after tasting success
to enjoy it.
Analysis: About 50% of the respondents experience this kind of emptiness sometimes. About
33% of them never and 4% of them always.
Interpretation: Majority of the respondents experience this empty feeling as they are not
able to give back from what success they have. This aspect emphasizes that the level of job
satisfaction among respondents is not distinct and therefore suffer from anxiety and
ambiguity.
73
Table No. 9: Table showing whether the respondents feel insecure about their job.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
16
12
01
01
30
Percentage (%)
53
40
3
4
GRAPH-9
60
50
40
No. of
Respondents in 30
(%)
20
Percentage (%)
10
0
Never
Sometimes
Often
Always
Particulars
Concept: The insecurity of job is an important stressor. It produces waves of anxiety and
depression. This uncertain feeling leads to withdrawal in some employees. Low confidence
level usually leads to insecurity of job.
Analysis: About 53% of the respondents never experience insecurity of job, while 40% of
them sometimes feel insecure about their job.
Interpretation: it is clear that if job security is threatened stress can increase dramatically.
74
Table No. 10: Table showing whether the respondents have problem coping with their
current job.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
21
06
03
30
Percentage (%)
70
20
10
-
GRAPH-10
70
60
50
No. of
40
Respondents in
30
(%)
Percentage (%)
20
10
0
Never
Sometimes
Often
Always
Particulars
Concept: Coping with the current job, is whether an individual is able to do justice to his/her
job? Whether the job is satisfying and whether it has any intellectual involvement of that
person or he/she is doing the job mechanically? It is to see whether or not an individual fits
into an organization and whether their skills and abilities are put to use or not.
Analysis: Nearly 70% of the respondents have no problem coping with their current job,
while 20% of them sometimes have problem and 10% of them often have problem coping
with their current jobs.
75
Table No. 11: Table showing whether the respondents are doing the kind of job they want to
do.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
06
06
08
10
30
Percentage (%)
20
20
27
33
GRAPH-11
35
30
25
No. of
20
Respondents in
15
(%)
Percentage (%)
10
5
0
Never
Sometimes
Often
Always
Particulars
Concept: Liking or disliking is one of the root causes of stress at the workplace. It is a
situation where a person is doing a job, which is not matching his/her skill sand abilities. It
might lead to frustration and ambition disappearance.
Analysis: It is seen here, that about 33% of the respondents are always doing the kind of job
they want to do. But 40% of the respondents sometimes or never do the kind of job they want
to do.
Interpretation: Hence, this analysis can be interpreted, as that majority of the respondents
are not doing the kind of job they want to do, as their qualifications and interest dont match
their current job. This ultimately results in poor quality output. It also results in poor jobsatisfaction, which in turn results in high absenteeism.
76
Table No. 12: Table showing whether the respondents are having problem with their
colleagues at work.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
15
14
01
30
Percentage (%)
50
47
3
GRAPH-12
50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0
Percentage (%)
Never
Sometimes
Often
Always
Particulars
Concept: A poor relation with colleagues is a major stress cause at work place. Conflicting
personalities and behavior may lead to poor relations with colleagues at work. The relation
can be stressed when two or more people must work together even though their personalities,
attitudes and behavior differ.
Analysis: Here, it is observed that majority of the respondents have no problem with their
colleagues at work. 47% of them sometimes have problems and 3% of them always have
problem.
Interpretation: This analysis shows that majority of the respondents have no problem with
their colleagues at work which is a good sign, though they sometimes have trouble.
77
Table No. 13: Table whether the respondents have trouble with their organizational politics.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
17
10
03
30
Percentage (%)
57
33
10
-
GRAPH-13
60
50
40
No. of
Respondents in 30
(%)
20
Percentage (%)
10
0
Never
Sometimes
Often
Always
Particulars
Concept: organizational politics relates to the way people gain and use power in
organizations to influence each other.
Analysis: Here, it is seen that 57% of the respondents have no trouble with the organizational
politics. However, about 33% of them sometimes have trouble and around 10% of them often
are experiencing trouble with the organizational politics.
Interpretation: From the above analysis, it can be interpreted that majority of the
respondents have no trouble with their organizational politics.
78
Table No. 14: Table showing whether the respondents are trapped under any such
circumstances that they just have to live with it.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
17
12
01
30
Percentage (%)
57
40
03
GRAPH-14
60
50
40
No. of
Respondents in 30
(%)
20
Percentage (%)
10
0
Never
Sometimes
Often
Always
Particulars
Concept: Trapped under any such circumstances that an individual has to live with is cope
with things for the sake of sustenance. It is a feeling where one feels that he/she is a victim of
circumstances.
Analysis: Here around 57% of the respondents feel that they are never trapped under such
circumstances that they have to just live with, but 40% of them feel that sometimes they are
trapped. It is just about 3% who feel that they are always trapped under such circumstances.
Interpretation: Hence, it may be presumed that being trapped under such circumstances
where we just have to live with depends on the individual characteristics and personality as
human life is multidimensional with interdimensional issue of emotions.
79
Table No.15: Table showing the respondents are not able to catch up with their schedule, no
matter how hard they work.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
09
17
02
02
30
Percentage (%)
30
57
07
06
GRAPH-15
60
50
40
No. of
Respondents in 30
(%)
20
Percentage (%)
10
0
Never
Sometimes
Often
Always
Particulars
Concept: Time management is the essence of life in general and business organizations in
particular. Lack of it definitely results in stress and tension at individual and organizational
level.
Analysis: It is revealed that 57% of the respondents have sometimes trouble catching up with
their schedule, while 30% never have problem catching up with their schedule and 13% of
them have often or always trouble in catching up with their schedule.
Interpretation: From the above analysis, it can be seen that majority of the respondents have
this problem of catching up with schedule, however hard they work. Ineffective time
management is like an epidemic it spreads inefficiency from one level to another like a wild
fire.
80
Table No. 16: Table showing whether the respondents take up too many responsibilities.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
02
17
07
04
30
Percentage (%)
07
57
23
13
GRAPH-16
60
50
40
No. of
Respondents in 30
(%)
20
Percentage (%)
10
0
Never
Sometimes
Often
Always
Particulars
Concept: taking on too many responsibilities may either be a work stress or a personal stress.
It is a task demand stressor. It occurs when a person simply has more work to do than he/she
can handle. It causes tension and anxiety.
Analysis: Here, 57% of the respondents sometimes take up too many responsibilities and
23% often. But, 13% of them never take up too many responsibilities.
81
Table No.17: Table showing whether the respondents are embarrassed to ask for help.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
20
07
01
02
30
Percentage (%)
67
23
03
07
GRAPH-17
70
60
50
No. of
40
Respondents in
30
(%)
Percentage (%)
20
10
0
Never
Sometimes
Often
Always
Particulars
Concept: this is a stressor where in the respondents hesitates to ask help from others i.e.
colleagues at work place or friends or relatives at home. Lack of control over a situation,
because of lack of experience or qualification, leads to helplessness and are also embarrassed
to ask for help.
Analysis: Here, 67% of the respondents have expressed that they never hesitate to ask for
help, though 23% of them have responded that they sometimes are embarrassed from asking
help. It is only 7% of them who have expressed that they always are embarrassed to ask help.
Interpretation: therefore, it can be seen that majority of the respondents are not embarrassed
to ask for help from others and shows that they are open self and are open for suggestions and
help.
82
Table No. 18: Table showing whether the respondents become impatient with delays or
interruptions.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
07
15
05
03
30
Percentage (%)
23
50
17
10
GRAPH-18
50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0
Percentage (%)
Never
Sometimes
Often
Always
Particulars
Concept: For many of us, the ability to stay calm and healthy depends on small things. Our
own reactions or over reactions are the sole factors that cause stress. Daily hassles seem like a
personal curse.
Analysis: 50% of the respondents have expressed that they become impatient with delays or
interruption, while 23% of them never become impatient. But, 10% of them have responded
that they always loose their patience over delays and interruptions.
Interpretation: It is clear that, majority of the respondents are patient enough having
sufficient control over themselves.
83
Table No. 19: Table showing whether the respondents control their anger.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
02
09
14
05
30
Percentage (%)
07
30
47
16
GRAPH-19
50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0
Percentage (%)
Never
Sometimes
Often
Always
Particulars
Concept: Controlling anger without reacting to a situation takes its toll on our emotional well
being and even on our physical health, as we dont examine our feelings.
Analysis: From the response received it is seen that 47% of the respondents have expressed
that they often control their anger and 16% always. But 7% of them never control their anger.
Interpretation: It can be understood that the respondents control their anger and dont give
way to the release of their emotions and feelings.
84
Table No. 20: Table showing whether the respondents feel a lot of their stress is due to forces
beyond their control.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
04
14
07
05
30
Percentage (%)
13
47
23
17
GRAPH-20
50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0
Percentage (%)
Never
Sometimes
Often
Always
Particulars
Concept: Most of our stress is often unrecognized until it takes its toll on us. Many a times it
is our daily schedule and our role demands, which create stress.
Analysis: It is found that 47% of the respondents sometimes feel that their stress is due to
forces beyond their control, while, 23% often feel so. But, it is 17% of them who always feel
that their stress is due to forces beyond their control.
Interpretation: This is an individual stressor and varies from each person. Each stage of the
life cycle loses it own challenges and problems. As, majority of them feel that a lot of their
stress is due to forces beyond their control it only indicates their life pattern.
85
Table No. 21: Table showing whether poor office infrastructure contributes to the stress of
the respondents.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
12
09
05
04
30
Percentage (%)
40
30
17
13
GRAPH-21
40
35
30
25
No. of
Respondents in 20
(%)
15
Percentage (%)
10
5
0
Never
Sometimes
Often
Always
Particulars
Analysis: It is seen that 40% of the respondents have answered that they never have a
problem with the office infrastructure, 30% of them have e3xpressed that they sometimes
have stress due to poor office infrastructure, while 13% of them always have stress with the
poor office infrastructure.
86
Table No. 22: Table showing whether poor HR policies contribute to the stress of the
respondents.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
13
09
06
02
30
Percentage (%)
43
30
20
07
GRAPH-22
45
40
35
30
No. of
25
Respondents in
20
(%)
15
Percentage (%)
10
5
0
Never
Sometimes
Often
Always
Particulars
Concept: HR policies (Human Resource) are very important aspect in any organization to
assure consistent treatment of all personnel throughout the organization.
Analysis: Data shows that 43% of the respondents have never have stress due to poor HR
policies, while 50% of them have sometimes or often have stress due to poor HR policies and
7% of them have always under gone stress due to this factor.
87
Table No. 23: Table showing whether discrimination at the work place lead to respondents
stress.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
12
12
03
03
30
Percentage (%)
40
40
10
10
GRAPH-23
40
35
30
25
No. of
Respondents in 20
(%)
15
Percentage (%)
10
5
0
Never
Sometimes
Often
Always
Particulars
Concept: Discrimination at work place may be based on sex, religion, caste, educational
qualification etc. it is being exposed to the aliment of favoritism. The diverse work force in
an organization leads to discrimination and to pick and choose for bonus, incentives,
promotions etc. this leads to mental and emotional stress.
Analysis: The response states that 40% of the respondents have expressed that they never
have faced discrimination. 40% of them expressed that they sometimes have been stressed
due to discrimination at work place and 10% each have responded that they either often or
always experience discrimination leading to their stress.
88
Table No. 24: Table showing whether absence of HR administration and transparency in the
working of the organization contributes to respondents stress.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
15
08
04
03
30
Percentage (%)
50
27
13
10
GRAPH-24
50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0
Percentage (%)
Never
Sometimes
Often
Always
Particulars
Analysis: The response states that 50% of the respondents have no stress due to the absence
of HR admin, 27% sometimes have stress due to this factor and 10% always have stress due
to this factor.
Interpretation: It is clear that as majority of the respondents never feel that this factor
contributes to their stress, that there is a good HR administration and also transparency in the
working of the organization.
89
Table No. 25: Table showing whether the delayed performance appraisal formulation in
respondent contributes to his/her stress.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
14
13
02
01
30
Percentage (%)
47
43
07
03
GRAPH-25
50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0
Percentage (%)
Never
Sometimes
Often
Always
Particulars
Analysis: It is found that 47% of the respondents have never experienced stress due to delay
performance appraisal, 43% sometimes have experienced stress and 3% always have
experienced stress due to this factor.
90
Table No. 26: Table showing whether family responsibilities and dissatisfied personal
relationships contribute to the respondents stress.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
17
11
02
30
Percentage (%)
57
37
06
GRAPH-26
60
50
40
No. of
Respondents in 30
(%)
20
Percentage (%)
10
0
Never
Sometimes
Often
Always
Particulars
Analysis: To this factor of stress, 57% of the respondents have expressed that they never
experience this kind of a stress, while 37% of them have expressed sometimes they feel
stressed by this factor and it is 6% who feel always stressed by this factor.
Interpretation: It is evident that as majority of the respondents have never been stressed by
this factor they are able to lead a balanced life.
91
Table No. 27: Table showing whether the respondent being a procrastinator and a
perfectionist is contributing to his/her stress.
Sl. No.
1
2
3
4
Particulars
Never
Sometimes
Often
Always
Total
No. of Respondents
15
12
03
30
Percentage (%)
50
40
10
-
GRAPH-27
50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0
Percentage (%)
Never
Sometimes
Often
Always
Particulars
Analysis: From the data collected it is seen that 50% of the respondents have expressed that
procrastination and perfection have never been a cause of stress. 40% have felt that it affects
them sometimes and 10% have often been stressed by this factor.
Interpretation: thus, it is understood that this is a stress causer and should be minimized as
much as possible.
92
FINDINGS
93
FINDINGS
As per the observation in the study, it is found that:
1. The respondents are from different age brackets and educational and financial
background.
2. Majority of the respondents have changed two jobs in search of better prospects.
3. The respondents are well aware to understand the need for stress management.
4. The respondents have indicated anxiety as a work stress due to lack of competency and
the hesitancy in accepting change.
5. The respondents are able to relax and influence their body functions to relieve the effects
of stress and anxiety.
6. The respondents indicate that they are exhausted by daily demands at work and home
especially the women employees.
7. The level of job satisfaction among the respondents is not distinct and hence they suffer
from anxiety and ambiguity.
10. There exists no organizational politics i.e. the employees are not victimized due to
discrimination, favoritism etc.
94
18. Each of the respondents has their own methods of managing and balancing their stress
and has regarded their hobbies as a good mode to de-stress.
95
CONCLUSION
96
CONCLUSION
STRESS AT A GLANCE
Stress is normal part of life that can either help us learn and grow or can cause us significant
problems. Stress releases powerful neurochemicals and hormones that prepare us for action
(to fight or flee). If we don't take action, the stress response can create or worsen health
problems. Prolonged, uninterrupted, unexpected, and unmanageable stresses are the most
damaging types of stress.
Stress can be managed by regular exercise, meditation or other relaxation techniques,
structured time-outs, and learning new coping strategies to create predictability in our lives.
Many behaviors that increase in times of stress and maladaptive ways of coping with stress
drugs, pain medicines, alcohol, smoking, and eatingactually worsen the stress and can
make us more reactive (sensitive) to further stress. While there are promising treatments for
stress, the management of stress is mostly dependent on the willingness of a person to make
the changes necessary for a healthy lifestyle.
MAKE STRESS WORK FOR YOU
Managing stress can help you have less pain and feel healthier. It can also help you cope with
the extra demands made on you by your disease. By following these suggestions, you may be
able to get stress to work for you instead of against you.
Learn to identify those situations you can do something about and those you can't. Work at
reducing the cause of your stress by communicating better, and respecting your limits of
energy and pain. Simplify your life, "look on the bright side," and develop and keep a sense
of humor. Prepare for stressful events by getting extra rest. Remember that you can't change
others. Keep in mind that no one is perfect. Seek professional help for serious problems.
Practice relaxation methods to overcome the effects of stress that you can't avoid. Engage in
hobbies and simple pleasures that give you joy. Finally, remember that managing stress is
your job. With stress under control, it'll be easier to keep your health under control.
97
The researcher as a student of Human Resource Management undertook the field study with
special interest in stress management. One of the methods of improving the productivity of
any organization is to effectively deal with the work stress and environment. In todays
highly stressful world, our health and performance depends, to a large extent, on remaining
calm under pressure, alert yet relaxed.
Hence, stress management in any given organization should be developed and therefore it has
come to say and not a mere jargon.
Based on the findings recorded the field study can be concluded by stating that there is a
consensus amongst the respondents that stress is an inevitable factor of a persons life, but
the same has to be controlled and use only the positive aspects of stress.
98
SUGGESTIONS
99
SUGGESTIONS
1. The organization may have issues that need redress, yet the employees would hesitate to
address them due to reasons ranging from job insecurity, fear of ruffling managements
feathers or inability to deal with conflicts.
2. This adds to the workers stress and affects the productivity as well. So, it is suggested to
better the employee-friendly atmosphere, increase management-employee interaction and
the management should be approachable to address the issues.
3. A program of time management along with review of workload at each level may have to
be taken up.
4. Add value to the organization through preventive and promotive healthcare programmes.
5. The office infrastructure can be spruced up and care taken towards building an
involvement ambiance and a conducive work environment.
6. Can organize events to promote team building and conduct informative workshops, quiz,
and group discussions to increase awareness and to distress the employees.
7. The purpose-people-process doctrine can be the best way to build a strong company and
inspire employees to move from the chaltha hai to hum honge kaamyab attitude.
100
QUESTIONNAIRE
101
QUESTIONNAIRE
university. As a part of the MBA program, I have produced this questionnaire regarding A
STUDY ON STRESS MANAGEMENT IN IT-INDUSTRY.
I would be grateful to you, if you could spend sometime to answer the following questions.
PERSONAL PARTICULARS
1. AGE-
2. EDUCATION QUALIFICATION-
4. HOUSEa) own
b) rented
c) lease
102
7. CHILDREN-
Level
Gender
Number
(male/female)
a) kindergarten
b) primary school
c) middle school
d) high school
e) pre university college
f) graduate
g) post-graduate
103
104
17. DOES YOUR QUALIFICATION MATCH WITH THE JOB YOU ARE
PRESENTLY DOINGa) yes
b) no
c) cannot say
105
PART-B
2. Do you sometimes have trouble falling asleep when alone or during journey? ( )
3. When under pressure do you often reach for a cigarette, drink or a tranquilizer? ( )
11. Are you doing the kind of job you want to do? ( )
106
14. Are you trapped under any such circumstances that you just have to leave with? ( )
15. Is it that you are not able to catch up with your schedule, no matter how hard you work?()
20. Do you feel that a lot of your stress is due to forces beyond your control? ( )
107
BIBLIOGRAPHY
108
BIBLIOGRAPHY
109