1

A STUDY ON STRESS MANAGEMENT AMONG EMPLOYEES

WITH REFERENCE TO PVT LTD

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT SCIENCE

In partial fulfillment of the requirements

For the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

Anna University
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ii

ABSTRACT
The project titled “A STUDY ON STRESS AND ITS IMPACTS ON EMPLOYEES” is
conducted at Day`N`Day services Pvt Ltd. The study is attempted to analyze the impact of
occupational stress among the employees on their performance. The objectives of this study are
to find the factors causing occupational stress, impact of occupational stress and to suggest
remedial steps to correct it.
Researcher used Descriptive research for this research work. A Sample size of 93 respondents
was taken for the study. Primary data is collected from the employees through the standard
questionnaire framed on the basis of objectives. Secondary data are collected from magazines
Newspapers, websites. Statistical tools like Percentage analysis, Chi-Square test and Weighted
Average methods are used for the data analysis and data interpretation.
From this study it is found that majority of the employees are in middle level of stress and also
other findings are listed. Based upon the findings, suggestions are also given to the organization
to overcome the impacts caused by occupational stress.
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Acknowledgement i
Abstract ii
Declaration iii

TABLE OF CONTENT

Chapter No. List of Contents Page No.

Chapter 1 Introduction 1
1.1 Industry Profile 16
1.2 Company Profile 19
1.3 Need for Study 24
1.4 Objectives of the study 25
1.5 Scope of Study 26
1.6 Research Methodology 27
1.7 Limitations of Study 29
1.8 Review of Literature 30
Chapter 2 ANALYSIS AND INTERPRETATION
2.1 Data Analysis and Interpretation 33

Chapter 3 FINDINGS SUGGESTIONS AND CONCLUSION

3.1 Findings 56
3.2 Suggestions 58
3.3 Conclusion 59
Bibliography 60
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LIST OF TABLES

Table No Title Page No

2.1 Age of the respondents 33

2.2 Gender of the respondents 34

2.3 Qualification of the respondents 35

2.4 Income of the respondents 36

2.5 Number of years employees working in the organization 37

2.6 Respondents feel about their job profile 38

2.7 Respondents getting stressed when someone find fault in work 39

2.8 Respondents having family problems 40

2.9 Respondents feeling that Long working hours cause stress 41

2.10 Respondents getting stressed when their work is not recognized 42

2.11 Respondents having financial problems 43

2.12 Respondents saying that their job description doesn’t suite their 44
profile
2.13 Level of stress among employees 45

2.14 Respondents feeling that they can’t complete work within the 46
specified time
2.15 Respondents admitting that their relationship with other 47
employees gets affected.
2.16 Respondents commit more number of mistakes 48
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2.17 Respondents lose their patience when dealing with the 49

clients
2.18 Respondents feel like quit the job 50
2.19 Respondents opinion about Recognizing and rewarding 51
work
2.20 Number of respondents feels that reducing the work load 52
will reduce the stress
2.21 CHI-SQUARE TESTS-1 53
2.22 CHI-SQUARE TESTS-2 54
2.23 Weighted Average Analysis 55
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LIST OF CHARTS

Chart No Title Page No

2.1 Age of the respondents 33

2.2 Gender of the respondents 34

2.3 Qualification of the respondents 35

2.4 Income of the respondents 36

2.5 Number of years employees working in the organization 37

2.6 Respondents feel about their job profile 38

2.7 Respondents getting stressed when someone find fault in work 39

2.8 Respondents having family problems 40

2.9 Respondents feeling that Long working hours cause stress 41

2.10 Respondents getting stressed when their work is not recognized 42

2.11 Respondents having financial problems 43

2.12 Respondents saying that their job description doesn’t suite their 44
profile
2.13 Level of stress among employees 45

2.14 Respondents feeling that they can’t complete work within the 46
specified time
2.15 Respondents admitting that their relationship with other 47
employees gets affected.
2.16 Respondents commit more number of mistakes 48
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2.17 Respondents lose their patience when dealing with the clients 49

2.18 Respondents feel like quit the job 50

2.19 Respondents opinion about Recognizing and rewarding work 51

2.20 Number of respondents feels that reducing the work load will 52
reduce the stress
2.21 CHI-SQUARE TESTS-1 53

2.22 CHI-SQUARE TESTS-2 54

2.23 Weighted Average Analysis 55

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1.1 INTRODUCTION

DEFINITION:
Stress in individual is defined as any interference that disturbs a persons’ healthy mental and
physical well-being. It occurs when the body is required to perform beyond its normal range of
capabilities.

Stress is the way that you react physically, mentally and emotionally to various conditions,
changes and demands in your life. High levels of stress can affect your physical and mental well-
being and performance.

The results of stress are harmful to individuals, families, society and organizations, which can
suffer from “organization stress”. Ivancevich and Matteson define stress as individual with the
environment.Stress is highest for those individuals who perceive that they are uncertain as to
whether they will win or lose and lowest for those individuals who think that winning or losing is
certainty.

Canadian physician Hans Selye (1907-1982) in his book the stress of life 1956 popularized the
idea of stress. According to Selye, the General Adaptation Syndrome consists of three phases.

 Alarm Reaction: The first is the alarm phases. Here the individual mobilizes to meet the
threat. The alarm reaction has two phases. The first phases includes in initial “stock shock
phase” in which defensive mechanism become active. Alarm reaction is characterized by
autonomous excitability; adrenaline discharges; increase heart rate, ulceration. Depending
on the nature & intensity of the threat and the condition of the organization the period of
resistance varies and the severity of symptoms may differ from “mild invigoration” to
“disease of adaptation”.
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 Resistance: The second is the phase of resistance. The individual attempts to resist or
cope with the threat. Maximum adaptation occurs during this stage. The bodily signs
characteristic of the alarm reaction disappear. It the stress persist, or the defensive
reaction proves ineffective, it may overwhelm the body resources. Depleted of energy,
the body enters the phase of third.

 Exhaustion: Adaptation energy is exhausted. Sings of the alarm reaction reappear, and
the resistance level begins to define irreversibly. The organism collapses.

DEFINING STRESS AT WORK

Change in working practices, such as the introduction of new technology or the alternation of
new technology or the alternative of targets, my cause stress, or stress may be built into an
organizations’ structure. Organizational stress can be measured by absenteeism and quality or
work.

ORGANIZATIONAL STRESS:-
Stress affects as well as the individual within them. An organization with a high level of
absenteeism, rapid staff turnover, deteriorating industrial and customer relations, a worsening
safety record, or poor quality control is suffering from organizational stress.

The below chart shows one example of the structure of a department in an organization,
indicating typical causes of stress that may affect stress at certain levels in the structure, and
particular.
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Stress is contagious; anyone who is not performing well due to increases the amount of pressure
on their colleagues, superiors, and subordinates.

The cause may range from unclear or overlapping job descriptions, to lack of communication, to
poor working conditions, including “sick building syndrome”.
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POTENTIAL SOURCES OF STRESS:

There are three categories of potential stressors:
 Environmental factor
 Organization factor
 Individual factors

 Environmental factors:
Just as environmental uncertainty influences the design of an organization. Changes in business
cycle create economic uncertainties.

Political uncertainties:
If the political system in a country is implemented in an orderly manner, there would not be any
type of stress.

Technological uncertainties:
New innovations can make an employee’s skills and experiences obsolete in a very short period
of time. Technological uncertainty therefore is a third type of environmental factor that can cause
stress. Computers, robotics, automation and other forms of technological innovations are threat
to many people and cause them stress.

 Organization factors:

There are no storages of factors within the organization that can cause stress; pressures to avoid
error or complete tasks in a limited time period, work overload are few examples.

Task demands are factors related to a person’s job. They include the design of the individual’s
job working conditions, and the physical work layout.
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 Individual factors:
The typical individual only works about 40 hrs. a week. The experience and problems that
people encounter in those other 128 non-work hrs.each week can spell over to the job.

Family problems:
National surveys consistently show that people hold family and discipline, troubles with children
are examples of relationship problems that create stress for employee and that aren’t at the front
door when they arrive at work.

Economic problems:
Economic problems created by individuals overextending their financial resources are another
set of personal troubles that can create stress for employees and distract their attention from their
work

Potential sources Consequences

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CAUSES OF STRESS

Society the working world and daily life have changed almost beyond recognition in the past 50
years. These changes have contributed to a major increase in stress.
Stress is caused from both outside & inside the organization & from groups that employees are
influenced by & from employees themselves.

Stressors:
The agents or demands that evoke the potential response are referred to as stressors. According
to Syele a stressors is “Whatever produces stress with or without functioning hormonal or
nervous systems”.

 Organizational stressors:
 Group Stressors
 Individual Stressors

Organizational stressors:
Besides the potential stressors that occur outside the organization, there are also those associated
with the organization itself. Although the organization is made up of groups & individuals, there
are also more macro-level dimensions unique to the organization that contains potential stressors.

MACRO-LEVEL ORGANIZATIONAL STRESSORS:

POLICIES
 Unfair, arbitrary performance reviews.
 Rotating works shifts.
 Inflexible rules.
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STRUCTURES
 Centralization; Lack of participation in decision making.
 Little opportunity for advancement.
 A great amount of formalization.
 Interdependence of departments.
 Line-Staff conflicts.
PHYSICAL CONDITIONS
 Crowding & lack of privacy.
 Air pollution.
 Safety hazards.
 Inadequate lighting.
 Excessive, heat or cold.
PROCESS
 Poor communication.
 Poor / inadequate feedback about performance.
 Inaccurate / ambiguous measurement of performance.
 Unfair control systems.
 Inadequate information.

GROUP STRESSORS:
The group can also be a potential source of stress. Group stressors can be categorized into three
areas.
1. Lack of groups cohesiveness:-
“Cohesiveness” or “togetherness” is a very important to employees, especially at the
lower levels of the organizations. If the employee is denied the opportunity for this
cohesiveness because of the task design, because the supervisor does things to prohibit or
limit it, or because the other members of the group shut the person out, this can be very
stress producing.
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2. Lack of social support:-

Employees are greatly affected by the support of one or more member of a cohesive
group. By sharing their problems & joys with others, they are much better off. It this type
of social support is lacking for an individual, it can be very stressful.

3. Intra-Individual, interpersonal & inter-group conflict:-

Conflict is very closely conceptually or hostile acts between associated with in
compatible or hostile acts between intra-individual dimensions, such as personal goals or
motivational needs / values, between individuals within a group, & between groups.

INDIVIDUAL STRESSORS:
In a sense, the other stressors (Extra organizational, organizational, & Group stressors) all
eventually get down to the individual level. For example, role conflict, ambiguity, self-efficacy
& psychological hardiness may all affect the level of stress someone experiences.
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CONSEQUENCES OF STRESS

The effect of stress is closely linked to individual personality. The same level of stress affects
different people in different ways & each person has different ways of coping. Recognizing these
personality types means that more focused help can be given.
Stress shows itself number of ways. For instance, individual who is experiencing high level of
stress may develop high blood pressure, ulcers, irritability, difficulty in making routine decisions,
loss of appetite, accident proneness, and the like. These can be subsumed under three categories:
 Individual consequences
 Organizational consequence
 Burnout

Individual consequences:
Individual consequences of stress are those, which affect the individual directly. Due to this the
organization may suffer directly or indirectly, but it is the individual who has to pays for it.
Individual consequences of stress are broadly divided into behavioral, psychological and
medical.

 Behavioral consequences of stress are responses that may harm the person under stress or
others. Behaviorally related stress symptoms include changes in productivity, turnover, as
well as changes in eating habits, increased smoking or consumption of alcohol, paid
speech, and sleep disorders.

 Psychological consequences of stress replace to an individual mental health and well-

being from or felling depressed. Job related stress could cause dissatisfaction, infact it has
most psychological effect on the individual and lead to tension, anxiety irritability, and
boredom.
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 Medical consequences of stress affect a person’s well-being. According to a research

conducted, it revealed that stress could create changes in metabolism, increase heart and
breathing rates, increases blood pressure bring out headaches and induce heart attacks.

Organizational consequences:
Organizational consequences of stress have direct effect on the organizations. These include
decline in performance, withdrawal and negative changes in attitude.

 Decline in performance can translate into poor quality work or a drop in productivity.
Promotions and other organizational benefits get affected due to this.

 Withdrawal behavior also can result from stress. Significant form of withdrawal behavior
is absenteeism.

 One main effect of employee stress is directly related to attitudes. Job satisfaction, morale
and organizational commitment can all suffer, along with motivation to perform at higher
levels.

Burnout:-
A final consequence of stress has implementation for both people and organizations. Burnout is a
general feeling of exhaustion that develops when an individual simultaneously experiences too
much pressure and few sources of satisfaction.
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Managing stress in the work place

Every responds to stress in a different way, it is only by understanding the nature of individual
responses that you can start fighting stress yourself and others.Reduction or elimination of stress
is necessary for psychological and physical well-being of an individual. Efficiency in stress
management enables the individual to deal or cope with the stressful situations instead of
avoidance. Strategies like tie management, body-mind and mind-body relaxation exercise,
seeking social support help individual improve their physical and mental resources to deal with
stress successfully.
Apart from helping employees adopt certain coping strategies to deal with stress providing them
with the service of counselor is also useful.
Many strategies have been developed to help manage stress in the work place. Some are
strategies for individuals, and other is geared toward organizations.

Individual coping strategies:

Many strategies for helping individuals manage stress have been proposed.

Individual coping strategies are used when an employee under stress exhibits undesirable
behavior on the jobs such as performance, strained relationship with co-workers, absenteeism
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alcoholism and the like. Employees under stress require help in overcoming its negative effects.
The strategies used are:

Exercise:-
One method by which individual can manage their stress is through exercise. People who
exercise regularly are known to less likely to have heart attacks than inactive people are.
Research also has suggested that people who exercise regularly feel less tension and stress are
more conflict and slow greater optimism.

Relaxation:-
A related method individual can manage stress is relaxation. Copying with stress require
adaptation. Proper relaxation is an effective way to adopt.
Relaxation can take many forms. One way to relax is to take regular vacations; people can also
relax while on the job (i.e. take regular breaks during their normal workday). A popular way of
resting is to sit quietly with closed eyes for ten minutes every afternoon.

Time management:-
Time management is an often recommended method for managing stress, the idea is that many
daily pressures can be eased or eliminated if a person does a better job of managing time. One
popular approach to time management is to make a list, every morning or the thins to be done
that day. Then you group the items on the list into three categories: critical activities that must be
performed, important activities that should be performed, and optimal or trivial things that can be
delegated or postponed, then of more of the important things done every day.
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ROLE MANAGEMENT:-
Somewhat related to time management in which the individual actively works to avoid overload,
ambiguity and conflict.

SUPPORT GROUPS:-
This method of managing stress is to develop and maintain support group. A support group is
simply a group of family member or friends with whom a person can spend time. Supportive
family and friends can help people deal with normal stress on an ongoing basis. Support groups
can be particularly useful during times of crisis.

BEHAVIORAL SELF-CONTROL:-
In ultimate analysis, effective management if stress presupposes exercise of self-control on the
part of an employee. By consciously analyzing the cause and consequences of their own
behavior, the employees can achieve self-control. They can further develop awareness of their
own limits of tolerance and learn to anticipate their own responses to various stressful situations.
The strategy involves increasing an individual’s control over the situations rather than being
solely controlled by them.

COGNITIVE THERAPY:-
The cognitive therapy techniques such as Elli’s rational emotive model and Meichenbaum’s
cognitive strategy fir modification have been used as an individual strategy for reducing job
stress.

COUNSELING:
Personal counseling help employees understand and appreciate a diverse workforce, the holistic
approach adopted by the counselor gives him a comprehensive view of the employee as client
and enable him to deal the issues of work related problems in a larger context with his awareness
of the inter-relationship among problems in adjustment with self, other and environment and that
a work concern will effect personal life and vice-versa, the employee would receive help
regarding the problem in all life.
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One of the advantage of the individual interventions is the individual can use these skills to
improve the quality of life in offer domains like family, social support and self, thus reducing the
negative carry of experiences in these domains into the work life which might effect his
occupation mental health.

ORGANIZATIONAL STRATEGIES:-
The most effective way of managing stress calls for adopting stressors and prevent occurrence of
potential stressors.’
Two basic organizational strategies for helping employees manage stress are institutional
programs and collateral programs.

 
Work Design Stress Management programs
Work schedules Health promotions programs
Culture Other programs
Supervision
INSTITUTIONAL PROGRAMS:-
Institutional programs for managing stress are undertaken to established organizational
mechanism for example, a properly designed job and word schedules can help ease stress. Shift
work in particular can constantly have to adjust their sleep and relaxation patterns. Thus, the
design of work schedules should be a focused of organizational efforts to reduce stress.

The organization’s culture can also used to help to manage stress. The organization should strive
to foster a culture that reinforces a healthy mix of work and nonworking activities.
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Finally, supervision can play an important institutional role in overload. In managing stress. A
supervisor is a potential manager source of overload. If made aware of their potential for
assigning stressful amounts of work, supervisors can do a better job keeping workloads
reasonable.

COLLATERAL PROGRAMS:
In addition to their institutional efforts aimed at reducing stress, many organizations are turning
to collateral programs. A collateral stress program in an organizational program specifically
created to help employees deal with stress. The organizations have adopted stress management
programs, health promotion programs and other kinds of programs for this purpose.
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1.2 INDUSTRY PROFILE:

The tertiary sector of the economy (also known as the service sector or the service industry) is
one of the three economic sectors, the others being the secondary sector (approximately the same
as manufacturing) and the primary sector (agriculture, fishing, and extraction such as mining).

The service sector consists of the "soft" parts of the economy, i.e. activities where people offer
their knowledge and time to improve productivity, performance, potential, and sustainability.
The basic characteristic of this sector is the production of services instead of end products.
Services (also known as "intangible goods") include attention, advice, experience, and
discussion. The production of information is generally also regarded as a service, but some
economists now attribute it to a fourth sector, the quaternary sector.

The tertiary sector of industry involves the provision of services to other businesses as well as
final consumers. Services may involve the transport, distribution and sale of goods from
producer to a consumer, as may happen in wholesaling and retailing, or may involve the
provision of a service, such as in pest control or entertainment. The goods may be transformed in
the process of providing the service, as happens in the restaurant industry. However, the focus is
on people interacting with people and serving the customer rather than transforming physical
goods.

For the last 30 years, there has been a substantial shift from the primary and secondary sectors to
the tertiary sector in industrialized countries. This shift is called tertiarisation. The tertiary sector
is now the largest sector of the economy in the Western world, and is also the fastest-growing
sector.

Examples of service sector employment include:

 Government
 Healthcare/hospitals
 Public health
 Waste disposal
 Education
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 Banking
 Insurance
 Financial services
 Legal services
 Consulting
 News media
 Hospitality industry (e.g. restaurants, hotels, casinos)
 Tourism
 Retail sales
 Franchising
 Real estate

Service economy

The term service economy refers to a model wherein as much economic activity as possible is
treated as a service. For example, IBM treats its business as a service business. Although it still
manufactures high-end computers, it treats the physical goods as a small part of the "business
solutions" industry, and has found that the price elasticity of demand for "business solutions" is
much less than that for hardware. There has been a corresponding shift to a subscription pricing
model. Rather than receiving a single payment for a piece of manufactured equipment, many
manufacturers are now receiving a steady stream of revenue for ongoing contracts.

Another example is the banking industry, which has gone through enormous changes in recent
years. Using information and communication technology, banks have vastly reduced the number
of staff they need. Many banks and building societies have merged to form much “leaner”
businesses capable of extracting more profit from a wider customer base.

Issues for service providers

Service providers face obstacles selling services that goods-sellers rarely face. Services are not
tangible, making it difficult for potential customers to understand what they will receive and
what value it will hold for them. Indeed some, such as consultants and providers of investment
services, offer no guarantees of the value for price paid.
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Since the quality of most services depends largely on the quality of the individuals providing the
services, it is true that "people costs" are a high component of service costs. Whereas a
manufacturer may use technology, simplification, and other techniques to lower the cost of
goods sold, the service provider often faces an unrelenting pattern of increasing costs.

Differentiation is often difficult. For example, how does one choose one investment adviser over
another, since they often seem to provide identical services? Charging a premium for services is
usually an option only for the most established firms, who charge extra based upon brand
recognition.
List of countries by service output:

Below is a list of countries by service output in 2009.

Rank Country Output (millions of US$)

— European Union 11,973,605

1 United States 10,963,075

2 Japan 3,877,065

3 Germany 2,424,032

4 France 2,111,325

5 China 2,091,226

6 United Kingdom 1,637,705

7 Italy 1,548,451

8 Brazil 1,078,217

9 Spain 1,024,828

10 Canada 952,872
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1.3 COMPANY PROFILE:

INTRODUCTION:
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SERVICES OFFERED BY THE COMPANY

The following are the various types of services that are offered by the company.
Manpower Services:
 HR. Admin. Executives
 Front Office Managers
 Computer Operators
 Receptionists
 Male/ Female Secretaries
 Data Entry Operators
 Security Guards
 Librarians
 Accountants
 Jr. Accountants
 Cashiers
 Tally Clerks
 Inventory Clerks
 Stenographers
 Office Assistants
 Courier boys & Office boys

House Keeping Staff

 Utility Boys (House Keeper)
 H.K.Supervisors
 Launderers
 Caretakers/ Pantry Staffs

 Swimming Pool Cleaners

Transport Services
 Staff bus operators
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Hotel & Catering Staff

 F & B Managers 
 Catering Supervisors
 Storekeepers
 Inventory clerks
 Cook (Indian/ Continental)
 Stewards/ Waiters
 Kitchen/ Dining workers
 Skilled/ Unskilled workers

CLIENTS OF THE COMPANY:

Hotel Industry – Chennai

 Connemara Hotel

 Fisherman Cove

 Park Sheraton

 Tajcoramandal Hotel

 The Oriental Hotels Ltd.

Government Firms – Chennai

 Aqua Culture Authority of India

 Bharat Heavy Electricals Ltd.

 Central Foot ware Training Institute.

 Chennai Petroleum Corp. Ltd.

 Engineers India Ltd.

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 Security Exchange Board of India.

Multi-National Companies
 Accel

 British Airways

 Castrol India Ltd.

 Cairn Energy India Pvt. Ltd.

 Colgate

 Consulate General of Japan

 DHL Worldwide

 Excel India Pvt. Ltd.

 F.A.O. (UN)

 Global electronics commerce Ltd.

 Global Tele Systems Ltd.

 GMAC TCFC

 IBM Global India Ltd.

 LG Electronics

Factories
 Kothari sugar & Chemicals

 Indian Additives Ltd.

 Mahindra & Mahindra

 Modern Bread Ind. Ltd.

 Petro Araldites Products Ltd.

 Sri Ram Fibers.

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Software Companies
 Bitec

 Brigade Corporation Ltd.

 Cognizant Technologies Solutions India Ltd.

First Computers

 HCL Technologies

 I.B.M. India Ltd., (Chennai, Pondy)

 Integrated Data Base (I) Ltd.

 Precision Galaxy Pvt. Ltd.

Supermarkets
 Foodworld Supermarket (Chennai all branches)

 Foodworld Supermarket (Vellore, Pondicherry)

 Musicworld - all stores

 Spencer & Co.

Business Process Outsourcing

 Dishnet DSL

 Fresh & Honest Cafe Ltd.,

 TVS Finance & Services Ltd.,

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1.4 NEED FOR THE STUDY:

Day’N’Day services provides various services like Wealth management, Manpower

services and also doing the back-end works for the clients. So the employees will be constantly
under pressure in completing the work within the specified time. So it is necessary to study the
employees stress and its impact on their work.
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1.5 OBJECTIVE:

PRIMARY OBJECTIVE:

 To study the Stress among employees and its impact on their performance

SECONDARYOBJECTIVES:

 To identify the factors causing stress among the employee.

 To find out the existing level of stress level.

 To know the impact of stress among the employees on their performance.

 To suggest suitable measures that would reduce the stress level.

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1.6 SCOPE OF THE STUDY:

Day’N’Day Services is providing various kind of services like Wealth Management, Man
Power services, Asset Management and also doing the back-end works for the clients. Hence the
employees will have to satisfy the client’s expectation and they are constantly under pressure in
completing the work in the specified time. So this study will help to find the stress among
employees and its impact on their performance, so that they can rectify it.
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1.7 RESEARCH METHODOLOGY:

Discuss the research design, research problems, important of the study, scope and
significance of the study, source of data, questionnaire, sample design statistically techniques
used in this study. Research methodology is the way in which researchers specify how they are
going to retrieve the all-important data and information that they need to conduct the research.
Hence Methodology is the pathway or an approach to get the needed information by locating the
data from different sources

1.7.1 RESEARCH DESIGN:

The research design used for the study is DESCRIPTIVE design. Descriptive research,
also known as statistical research, describes data and characteristics about the population or
phenomenon being studied The description is used for frequencies, averages and other statistical
calculations. The major purpose of descriptive research is description of the state of affairs, as it
exists at present. In short descriptive research deals with everything that can be counted and
studied.

1.7.2 SAMPLE DESIGN:

Sample design used in this study is Convenient Sampling. Convenience sampling
(sometimes known as grab or opportunity sampling) is a type of non probability sampling which
involves the sample being drawn from that part of the population which is close to hand. That is,
a sample population selected because it is readily available and convenient.

1.7.3 SAMPLE SIZE:

A sample of 93 respondents has been taken for the study. The researcher contacted the
respondents personally and brief summary of the nature of the study and details in the
questionnaire were narrated to them.
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1.7.4 DATA COLLECTION TOOL:

QUESTIONNAIRE is used for the collection of required data. Questionnaire is framed
on the basis of the objective of this study. Five Point Scale is used in most part of the
questionnaire.

1.7.5 SOURCE OF DATA:

The relevant data has been collected from the primary source and secondary sources.
Primary data:
The primary data is collected by a questionnaire from the employees. For this purpose of data
collection, the questionnaire was circulated among the employees to collect information.

Secondary data
The secondary data is collected by newspapers, company journals, magazines, websites etc.

1.7.6 STATISTICAL TOOLS USED:

Statistical tools that are used in this study are

 Percentage Analysis
 Chi-Square
 Weighted Average
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1.8 LIMITATIONS:

 Accuracy of the study is purely based on the information as given by the respondents.
 The study is confined to limited period i.e. Six weeks.
 The sample size chosen is covered only a small portion of the whole population.
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1.9 REVIEW OF LITERATURE:

Stress at workplace:

Many companies have long belief that stress in the home causes productivity loss in the work
place and it does. But research now reveals that stress on the job causes stress at home. In other
words, they feed off each other. The review concluded that the evidence regarding the role of
family at workplace was consistent. Limitations of the research were highlighted and
implications for practice were discussed.
Wallace, J.Criag, G Mary, Stephen J: “Examining the Stress Forms”- Personal
Management, Vol. 29 No. 4 winter 2009

Stress among Marketing Employees:

The job of marketing executives become more stressful because of Changing technology,
Globalization, Deregulation, Privatization, Customer empowerment, Customization, Cut –throat
competition, Industry convergence, Retail transformation, Disintermediation. The World Health
Organization says stress is a worldwide epidemic. A United Nations report labeled job stress as
“the twentieth-century disease.” The American Institute of Stress in 2001 that stress cost
organizations $300 billion in healthcare, workers compensation, absenteeism, and turnover. This
study discusses the Sources of stress, its Effect and Resolution Strategies.
Dr. Raju M. Rathod Assistant Professor, Sardar Patel University, A Study on Stress:
Sources, Effect and Resolution Strategies With Reference to Marketing Employees.
 38

Health and Well-Being:

Health and Well-Being in the workplace have become common topics in the mainstream media,
in practitioner- oriented magazines and journals and, increasingly, in scholarly research journals.
In this article, it first review the literature that serves to define health and well-being and then
discuss the primary factors associated with health and well-being, the consequences of low level
of health and common methods for improving health and well-being in the workplace. Finally, it
highlights important future directions for future theory, research and practice regarding health
and well-being.

Karen Danna Ricky W. Griffin Texas A&M University Journal of Management, Vol.25,
No.3 2009

The role of gender in workplace stress:

The aim of this study was to evaluate the role of gender in occupational stress. Further aim was
to review literature relating to stressors relevant to working women. These stressors included,
multiple roles, lack of career progress, discrimination etc. A range of research designs were
included and no restrictions were made on the basis of the occupations of the participants. Much
of the research indicated that women reported higher level of stress compared to men. The
current study concluded that the evidence regarding the role of gender in workplace stress and
stressors was inconsistent.
Kristina Gyllensten Doctorate student, Dept. of Psychology, City University, Stephen
Palmer Honorary Professor of Psychology, City University, London.
 39

Job Stress among University Staffs:

This article investigates the relationship between job stress and job satisfaction. The
determinants of job stress that have been examined under this study include, management role,
relationship with others, workload pressure, homework interface, role ambiguity, and
performance pressure. The sample consists of a public university academician from Klang
Valley area in Malaysia. The results show there is a significant relationship between four of the
constructs tested. The results also show that there is significant negative relationship between job
stress and job satisfaction.

NilufarAhsanResearch Fellow, David Yong Gun Fie Faculty of Management, Multimedia

University, Syed Shah Alam, Faculty of Business Management, University Technology
MARA“A Study of Job Stress on Job Satisfaction among University Staff in Malaysia”.

Workplace stress in nursing

The aim of this study is to identify nurses’ perceptions of workplace stress, consider the potential
effectiveness of initiatives to reduce distress, and identify directions for future research. Stress
perception is highly subjective, and so the complexity of nursingpractice may result in variation
between nurses in their identification of sources of stress, especially when the workplace and
roles of nurses are changing. Workload, leadership/management style, professional conflict and
emotional cost of caring have been the main sources of distress for nurses for many years, but
there is disagreement as to the magnitude of their impact. Lack of reward and shiftworking may
also now be displacing some of the other issues in order of ranking.

Andrew McVicarBSc PhD Reader, School of Health Care Practice, Anglia Polytechnic
University, Chelmsford, Essex, UK
 40

2. DATA ANALYSIS AND INTERPRETATION

2.1Age of the respondents:

Table no.2.1
Age (years) No. of respondents Percentage%

<25 26 27

25-40 51 54

>40 16 17

93 100
Total

Chart no.2.1

60
54

50

40

30 27 No. of respondents
Percentage%
20 17

10

0
<25 25-40 >40

Inference:
Out of 93 respondents 54% are in the age group of 25-40 and 27% are less than 25 years of age.
Remaining is above 40 years of age.
 41

2.2 Gender of the respondents:

Table no.2.2

Gender No. of respondents Percentage%

Male 71 76

Female 22 24

Total 93 100

Chart no.2.2
80 76

70

60

50

40 No. of respondents
Percentage
30
24

20

10

0
Male Female

Inference:
Majority of the employees 76% are male and the remaining are female.
 42

2.3 Qualification of the respondents:

Table no.2.3
Qualification No. of respondents Percentage

HSC 0 0

UG (Arts &Science / Engg) 57 61

Diploma 0 0

PG (Arts &Science / Engg) 36 39

Total 93 100

Chart no.2.3
70

60

50

40
No. of respondents
30
Percentage
20

10

0
HSC UG (Arts &Science / Diploma PG (Arts &Science /
Engg) Engg)

Inference:
61% of the employees are Under Graduates and 39% are PG holders. There is noHSC or
Diploma holder.
 43

2.4 Income of the respondents:

Table no.2.4

Income per annum No. of respondents Percentage%

< 2 lakhs 80 86

2-3 lakhs 13 14

3-5 lakhs 0 0

> 5 lakhs 0 0

Total 93 100

Chart no.2.4
100
90
80
70
60
50 No. of respondents
40 Percentage%
30
20
10
0
< 2 lakhs 2-3 lakhs 3-5 lakhs > 5 lakhs

Inference:
86% of the respondents say they are having a salary of <2 lakhs per annum and 14% having a
salary of 2-3 lakhs.
 44

2.5 Number of years employees working in the organization:

Table no.2.5

Number of years No. of respondents Percentage%

<1years 6 6.45

1-3 years 19 20.43

3-5 years 47 50.53

> 5 years 21 22.58

Total 93 100

Chart no.2.5
60
50.53
50

40

30 No. of respondents
22.58
20.43 Percentage%
20

10 6.45

0
<1years 1-3 years 3-5 years > 5 years

Inference:
It is found that 50% of the employees have an experience of 3-5 years,22% having >5 years of
experience.
 45

2.6 Respondents feel about their job profile:

Table no.2.6

Respondents feel No. of respondents Percentage

Highly interesting 44 47.31

Interesting 37 39.78

Neither interesting nor

12 12.90
Uninteresting

Uninteresting 0 0.00

Total 93 100

Chart no.2.6
50
45
40
35
30
25 No. of respondents
20
Percentage
15
10
5
0
Highly interesting Interesting Neither interesting Uninteresting
nor Uninteresting

Inference:
Majority of the respondents 47% say that their job profile is highly interesting and 39% say job
is interesting.
 46

Following are Data that show the factors causing stress among the employees
2.7. I get stressed when someone find fault in my work.
Table no.2.7

Options No. of Respondent Percentage

Strongly agree 13 14

Agree 49 53

Neither Agree Nor Disagree 28 30

Disagree 3 3

Strongly Disagree 0 0

Total 93 100

Chart no.2.7
60
53
49
50

40
30
30 28
No. of Respondent
Percentage
20
13 14
10
3 3
0 0
0
Strongly agree Agree NANDA Disagree Strongly
Disagree

Inference:
53% of the respondents agree that they get stressed when someone find fault in their work and
30% neither agree nor disagree.
 47

2.8 I have family problems and that stress disturb me in my work

Table no. 2.8

Options No. of Respondent Percentage

Strongly agree 19 20

Agree 41 44

Neither Agree Nor Disagree 11 11

Disagree 16 17

Strongly Disagree 7 7

Total 93 100

Chart no. 2.8

50
45 41
40
35
30
25 No. of Respondent
19
20 16 Percentage
15 11
10 7
5
0
Strongly agree Agree NANDA Disagree Strongly
Disagree

Inference:
Nearly 44% of the respondent says that they have family problems and that cause them stress and
20% strongly agree to the question.
 48

2.9 Long working hours and high work load made me to feel stress.
Table no. 2.9

Options No. of Respondent Percentage

Strongly agree 9 9

Agree 44 47

Neither Agree Nor Disagree 22 23

Disagree 15 16

Strongly Disagree 4 4

Total 93 10

Chart no.2.9
50
44
45
40
35
30
25 22 No. of Respondent
20 Percentage
15
15
9
10
4
5
0
Strongly agree Agree NANDA Disagree Strongly
Disagree

Inference:
From the chart it is found that nearly 48% of the employees agree that long working hour’s cause
them stress and 23% neither Agree nor Disagree.
 49

2.10. I get stressed when my work is not recognized.

Table no.2.10

Options No. of Respondent Percentage

Strongly agree 26 28

Agree 40 43

Neither Agree Nor Disagree 13 14

Disagree 10 11

Strongly Disagree 4 4

Total 93 100

Chart no.2.10
45
39
40
35
30 28

25
No. of Respondent
20
Percentage
15 12
10
10
5 3

0
Strongly agree Agree NANDA Disagree Strongly
Disagree

Inference:
Nearly 43% of the respondents agree that they feel the stress when their work gets unnoticed
where 28% Strongly agree.
 50

2.11.I have financial problem and that stress me.

Table no.2.11

Options No. of Respondent Percentage

Strongly agree 12 13

Agree 39 42

Neither Agree Nor Disagree 28 30

Disagree 10 10

Strongly Disagree 3 3

Total 93 100

Chart no.2.11
45
39
40
35
30 28

25
No. of Respondent
20
Percentage
15 12
10
10
5 3

0
Strongly agree Agree NANDA Disagree Strongly
Disagree

Inference:
It is found that 41% of the respondents have financial problem and that lead them to feel the
stress and only 10% disagree with it.
 51

2.12. I feel my job description doesn’t suite my profile

Table no.2.12

Options No. of Respondent Percentage

Strongly agree 5 5.37

Agree 13 13.97

Neither Agree Nor Disagree 21 22.58

Disagree 35 37.63

Strongly Disagree 19 20.43

Total 93 100

Chart no.2.12
40
35
35

30

25
21
19
20 No. of Respondent
15 13 Percentage

10
5
5

0
Strongly agree Agree Neither Agree Disagree Strongly
Nor Disagree Disagree

Inference:
It is found from the graph that nearly 38% of the respondents disagree with the above statement
and just only 5% agree that they feel that their job description doesn’t suite their profile.
 52

2.13 Following are the data that shows the existing stress level among employees

Table no.2.13

Level of stress No. of respondent Percentage

High level of strees 12 13

Medium level of stress 53 56

Low level of stress 26 28

Total 93 100

Chart no.2.13
60
53
50

40

30 No. of respondent
26
Percentage
20
12
10

0
High level of strees Medium level of stress Low level of stress

Inference:
It is found that 57% employees are in a medium level of stress and 13% of the employees are in
high level of stress.
 53

Following data will explain the impact of stress among the employees on their performance
When I am in stress..
2.14. I can’t complete my work within the specified time
Table no.2.14

Options No. of Respondent Percentage

Strongly agree 14 15

Agree 39 42

Neither Agree Nor Disagree 17 18

Disagree 15 16

Strongly Disagree 7 8

Total 93 100

Chart no.2.14
45
39
40
35
30
25
No. of Respondent
20 17
14 15 Percentage
15
10 7
5
0
Strongly agree Agree NANDA Disagree Strongly
Disagree

Inference:
41% of the respondents agree that due to stress they are not able to complete the work within the
specified time and 18% Neither Agree Nor Disagree .
 54

2.15 My relationship with other employees get affected.

Table no.2.15

Options No. of Respondent Percentage

Strongly agree 21 22

Agree 24 25

Neither Agree Nor Disagree 18 19

Disagree 25 26

Strongly Disagree 5 5

Total 93 100

Chart no.2.15
30

25
25 24
21
20 18

15 No. of Respondent
Percentage
10

5
5

0
Strongly agree Agree NANDA Disagree Strongly
Disagree

Inference:
A total of 47% strongly agree or agree that their relationship with other employees get affected
and 26% Disagree.
 55

2.16. I commit more number of mistakes

Table no.2.16

Options No. of Respondent Percentage

Strongly agree 3 3

Agree 23 25

Neither Agree Nor Disagree 34 36

Disagree 16 17

Strongly Disagree 17 18

Total 93 100

Chart no.2.16
40
34
35
30
25 23

20 16 17 No. of Respondent
15 Percentage
10
5 3

0
Strongly agree Agree NANDA Disagree Strongly
Disagree

Inference:
Nearly 37% of the people neither agree nor disagree to the statement that they will commit more
number of mistake when they are in stress.
 56

2.17 I lose my patience when dealing with the clients.

Table no.2.17

Options No. of Respondent Percentage

Strongly agree 0 0

Agree 35 37

Neither Agree Nor Disagree 19 20

Disagree 33 35

Strongly Disagree 6 6

Total 93 100

Chart no.2.17
40
35
35 33

30

25
19
20 No. of Respondent
15 Percentage

10
6
5
0
0
Strongly agree Agree NANDA Disagree Strongly
Disagree

Inference:
37% of the of the respondent agree that they lose patience when dealing with the clients while
35% Disagree the statement.
 57

2.18 I feel like quit the job and look for another job
Table no.2.18

Options No. of Respondent Percentage

Strongly agree 2 2.15

Agree 5 5.376

Neither Agree Nor Disagree 41 27.95

Disagree 19 31.18

Strongly Disagree 26 33.33

Chart no.2.18
35
31
29
30
26
25

20
No. of Respondent
15
Percentage
10
5
5 2
0
Strongly agree Agree Neither Agree Disagree Strongly
Nor Disagree Disagree

Inference:
Nearly 33% of the respondents Strongly Disagree that they feel like quitting the job and 31%
disagree.
 58

The following data reveal what kind remedies they expect to overcome from stress
2.19 Recognizing and rewarding the work will reduce the stress level
Table no.2.19

Options No. of Respondent Percentage

Very true 56 60

Sometimes 24 25

Not true 13 13

Total 93 100

Chart no.2.19

No. of Respondent

13

Very true
Sometimes
24
Not true
56

Inference:
60% of the respondents say that Recognizing and rewarding the work will surely reduce the
stress level 25% says sometimes it do.
 59

2.20. Number of respondents feels that reducing the work load and share it equally by
management will reduce the stress.

Table no.2.20

Options No. of Respondent Percentage

Yes 44 46.23

No 49 53.77

Total 93 100

Chart no.2.20
60
53
49
50

40

30 No. of Respondent
Percentage
20

10

0
Yes No

Inference:
46% respondents expect the management to reduce work load where 53 % doesn’t expect that.
 60

CHI-SQUARE TESTS:

2.21. The basic objective of this test is identifying if there is any relation between age of the
employees and employees feeling family problem cause them stress.

Ho : There is no significant difference between age and employees feeling family problem cause
them stress.
H1 :There is significant difference between age and employees feeling family problem cause
them stress
AGE * RESPONDENTS FEELING FAMILY PROBLEM CAUSE THEM STREES Crosstabulation

Table no.2.21

RESPONDENTS
Strongly neither agree strongly
agree agree nor disagree disagree disagree Total
AGE <25 2 5 1 2 4 14
25-40 5 19 4 4 2 34
>40 12 16 7 9 1 45
Total 19 40 12 15 7 93

Chi-Square Tests

Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 15.256(a) 8 .054
Likelihood Ratio 12.476 8 .131
Linear-by-Linear
2.651 1 .103
Association
N of Valid Cases
93

a 7 cells (46.7%) have expected count less than 5. The minimum expected count is 1.05.

Level of significance =5%

Calculated value (P value) = .054

Inference:
As P value is higher than the level of significance (.054>.005),Ho is accepted. Hence
their isno significant difference between age and employees feeling family problem cause them
stress.
 61

2.22. This test is used to identify if there is any relation between Age of the respondents and
respondents feeling that high Work load cause stress

Ho: There is no significant difference between age of the respondents and respondents feeling
that high Work load cause stress.

H1 :There is significant difference between of the respondents and respondents feeling that high
Work load cause stress.

Age of the respondents * Employees felling high Work load cause stress Crosstabulation

Table no.2.22

Employees felling high Work load cause stress

neither agree strongly
strongly agree agree nor disagree disagree disagree Total
Age of the <25 0 11 9 7 3 30
responden 25-40 4 14 7 5 1 31
ts
>40 5 19 5 3 0 32
Total 9 44 21 15 4 93

Chi-Square Tests

Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 13.152(a) 8 .107
Likelihood Ratio 16.645 8 .034
Linear-by-Linear
11.574 1 .001
Association
N of Valid Cases
93

a 7 cells (46.7%) have expected count less than 5. The minimum expected count is 1.29.

Level of significance =5%

Calculated value (P value) = .107

Inference:
As P value is higher than the level of significance (.107>.005),Ho is accepted. Hence their isno
significant difference between age of the respondents and respondents feeling that high Work
load cause stress.
 62

2.23 Weighted Average Analysis:

3. Weighted Average method is used to measure the existing level of stress among the employees
Table no.2.23
Options Weight(w) Frequency(f) wf

Rarely 1 30 30

Sometimes 2 45 90

Most of the time 3 18 54

f=93 wf=174

Formula:
Weighted Average = wf / f

= 174 /93
= 1.88

Inference:
From the weighted average method it is found that the level of stress level among
the employees is in medium level.
 63

3.1 FINDINGS:

 Out of 93 respondents 54% are in the age group of 25-40 and 27% are less than 25 years
of age. Remaining are above 40 years of age
 Majority of the employees 76% are male and the remaining are female.
 61% of the employees are Under Graduates and 39% are PG holders. There is no HSC or
Diploma holder.
 86% of the respondents say they are having a salary of <2 lakhs per annum and 14%
having a salary of 2-3 lakhs.
 It is found that 50% of the employees have an experience of 3-5 years,22% having >5
years of experience.
 Majority of the respondents 47% say that their job profile is highly interesting and 39%
say job is interesting.
 53% of the respondents agree that they get stressed when someone find fault in their
work.
 Family problems cause stress to 44% of the respondents.
 It is found that only 5% of the respondents say they that their job description doesn’t suite
their profile.
 Nearly 48% of the employees agree that long working hour’s cause them stress and 23%
neither Agree nor Disagree.
 43% of the respondents agree that they feel the stress when their work gets unnoticed
where 28% strongly agree.
 Also 41% of the respondents have financial problem and that lead them to feel the stress.
 Through Weighted Average method it is that 57% of the employees are in a medium
level of stress and 13% of the employees are in high level of stress.
 41% of the respondents agree that due to stress they are not able to complete the work
within the specified time.
 64

 A total of 47% strongly agree or agree that their relationship with other employees get
affected.
 Nearly 39% of the people neither agree nor disagree to the statement that they will
commit more number of mistake when they are in stress.
 35% of the respondent agrees that they lose patience when dealing with the clients.
 46% respondents expect the management to reduce work load where 53 % doesn’t expect
that.
 60% say that rewarding and recognizing the work will reduce the stress level.
 From Chi-square test it is found that there is no significant difference between age and
employees feeling family problem cause them stress.
 From Chi-square test it is found that there is no significant difference between age and
employees feeling family problem cause them stress.
 65

3.2 SUGGESTIONS:

 Employees’ achievement in their work is appreciated and rewarded very rarely by the
management in the organization. This is one of the reasons where the employees fell
dissatisfied and vexed about his job. So the Management start appreciate and reward the
employees work whenever needed which will motivate the employees and also reduce the
stress level.
 Performance appraisal methods like 360o appraisal, field review, ranking method, HR
accounting can be conducted by the management which will help the employees to
identify their position and help to improve their potential. Hence this will improve the job
satisfaction of the employee resulting in reduced occupational stress.

 Both the Management and the employees have no idea about stress reduction or stress
management program. Stress management programs will teach the employees techniques
Conflict resolution Exercise Getting a hobby Meditation Deep breathing Yoga, etc which
will help to cope with stress. So the management can try some stress reduction programs.
 66

3.3 CONCLUSION:

The present study was conducted at Day ‘N’ Day services private ltd. The aim was to
find the stress level among the employees and its impact. This was done using a detailed
questionnaire. The study revealed that only a small percentage is highly stressed and majority of
the employees are in middle level of stress and also accept that it affect their performance to
some extent.
At the end of the study, we can conclude that through there are signs of stress among the
employees & such stress is affecting their behaviors, it can be controlled & reduced effectively.
 67

BIBILOGRAPHY:

Books:

 Mathews, R.A. Diaz W.M & Cole, The organizational stress and effects; Personnel
review 2003.
 Schuler, Randall S, Personnel & HR management 3rd edition 1987.
 Uma Sekaran ; Research Methodology for business, John Wiley and Sons Inc ,Singapore
2003.
 Arora P.M. “Statistics for Management” S Chand and company ltd,Delhi,2003.
 Kothari CR “Research methodology”, Wiswa Prakasham, New Delhi, 2001.

Websites:

 www.humanresources.com
 www.1000ventures.com
 www.citehr.com
 www.innovations.com
 www.indiachannel.com
 68

“A STUDY ON STRESS MANAGEMENT AMONG EMPLOYEES ”

QUESTIONNAIRE

Name (optional) :
Age : □<25 years □25-40 years □>40 years
Gender : □Male □Female
Marital status : Single / Married
Qualification : □HSC □UG(Arts & science / Engg) □Diploma
□PG Arts & science / Engg) □Other
Designation :
Income : □<2 lakh □ 2-3lakhs □ 3-5 lakhs □ > 5lakhs

1.How long you have been the part of this organization?

□<1 year □ 1-3 years □ 3-5 years □>5years

2. How do you find you job profile?

□Highly interesting □Interesting □Neither interesting nor uninteresting □uninteresting

4.Given below are few factors which will cause stress in occupation. Please tick accordingly.

(SA-Strongly / agree A-Agree / NANDA- Neither agree nor disagree / DA-Disagree / SDA-Strongly
disagree)

Q.3 Factors SA A NANDA DA SDA

3.1 I get stressed when someone find fault in

my work.
3.2 I feel my job description doesn’t suite my
profile

3.3 I have family problem and that cause stress

 69

3.4 I get stressed when my work is not

recognized

3.5 Long working hour and high work load

cause stress.
3.6 I have financial problem and that cause
stress

Please consider the following condition and answer the question

4.When you are in a stressful situation which of the following you experience?

Q.4 Factors Rarely Sometimes Most of the

time
4.1 Feeling tired

4.2 Less interest in work

4.3 Unable to take decisions

4.4 Forget things and get confused

4.5 Feeling angry or irritated

4.6 Sleeplessness

4.7 Headache, Blood pressure, Back pain etc

 70

4.Following are the statements aiming to know the impact of stress on employees perfoemence.

When I am in stress..

Q.5 Statements SA A NANDA DA SDA

5.1 I cant complete my work within the

specific time
5.2 My relationship with other employess gets
affected
5.3 I feel like Quitting the job

5.4 I commit more number of mistakes

5.5 I lose my patience while dealing with

customers

6. Kindly give your opinion in the following question

(a) Recognizing and rewarding the work will reduce the stress level?
□ Very true □ Sometimes □ Not true
(b) Do you expect the management to reduce the work and share it equally?
□ Yes □No
(c) Which of the following will make you feel relaxed?
□ Music □Meditation □Movies/TV □Spending time with family
□Hobbies □Chatting with friends