Hr Stress Management
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Hr Stress Management as PDF for free.
More details
- Words: 10,335
- Pages: 96
Loading documents preview...
A STUDY ON ATTRITION AND PRODUCTION PROJECT REPORT Submitted by
(NAME) (Reg. No.) In partial fulfillment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION IN DEPARTMENT OF MANAGEMENT STUDIES
Department of Management studies PROJECT WORK MAY / JUNE-2017
This is to certify that the project entitled
A STUDY ON EMPLOYEES STRESS MANAGEMENT
Is the bonafide record of project work done by
(NAME) (Reg. No.) of MBA (Management Business Administration) during the year 2008-2010
Project Guide
Head of the Department
Submitted for the Project Viva- Voce examination held on _____________
Internal Examiner
External Examiner
DECLARATION I affirm that the Project work titled ‘A study on employees stress management in Tamilnadu Newsprint and paper Limited (TNPL), Chennai (DT)’ Being submitted in partial fulfillment for the award of
Master of
Business Administration (MBA) is the original work carried out by me. It has not formed the part of any other project work submitted for award of any degree, either in this or any other university.
Signature of the student
I certify that the declaration made above by the student is true
Signature of the guide
Head of the department
ACKNOWLEDGEMENT
I express my heartful gratitude and thanks, Chairman, and Chairperson of who provide all the facilities and necessary encouragement during the course of the study. I ever remain our PRINCIPAL ,, for granting me the permission to carry out my project work. I wish to convey my sincere and Heartiest thanks to my head of the department ,, for his constant encouragement and valuable support throught the study. And he provide guidance and valuable suggestions during the course of study I immensely thank
, Asst General Manager HRD,
Tamilnadu Newsprint and Papers Limited, Chennai for their permission to undergo project and I thank everyone in the organization for helping to know the organizational set up and the functions of the organization. Above all expresses my sincere thanks to my parents who provide all the necessities in ensuring my successful completion of the project <STUDENT NAME>
CONTENTS Chapter
Particular
Page No
Abstract
I
List of tables
II
List of charts
III
I
Introduction
1
II
Review of literature
17
III
Research Methodology
19
IV
Data analysis and interpretation
22
V
Findings
70
Suggestion
71
Conclusion
72
Appendix
73
Bibliography
75
ABSTRACT The project work “The Employees stress management” has been carried out for TNPL. The project work aims to study the total stress management practices prevailing at TNPL. It also aims to identify the factors creating stress to employee in the organization as well as personal life. The researcher has gone for descriptive style of research. The primary data has been collected among the employees of TNPL. A well structured questionnaire has been framed and personal interview has been conducted among the employees. Based on the analysis of data thus collected, certain findings were arrived at and suggestion was given. The main motive of this project is to identify the reason for creating stress in this organization and how to overcome the stress through various programme. In this organization conducted various programme for reduce the stress such as yoga, meditation, exercise facility etc… In this research help to identify which programme the employees are mostly used for reduce the stress in their organizational as well as personal life. Finally I suggest to company for conduct various programme for reduce the stress at frequent interval it is mostly help to decrease the stress and increase quality of work.
LIST OF TABLES Table No 4.1
Particular
Page No
Classification based on employees age
22
4.2
Classification on the basis of employees gender
24
4.3
Classification on the basis of employees qualification
26
4.4
Classification on the basis of employees Marital status
28
4.5
Classification on the basis of employees salary
30
4.6
Classification on the basis of employees working experience
32
4.7
Classification on the basis of employees opinion regarding stress with their job
34
4.8
Classification on the basis of employees opinion about stress based on work environment
36
4.9
Classification on the basis of employees opinion about stress based on family problems. Classification on the basis of employees opinion regarding stress based on heavy work load
38
4.11
Classification on the basis of employees opinion regarding stress based on financial problem
42
4.12
Classification on the basis of employees opinion regarding stress based on inconvenient working hours
44
4.13
Classification on the basis of employees opinion regarding stress based on their physiological problem
46
4.14
Classification on the basis of employees opinion regarding stress based on lack of team work
48
4.10
40
4.15
Classification on the basis of employees opinion regarding stress based on improper grievance handling
50
4.16
Classification on the basis of employees opinion regarding stress based on fewer incentives
52
4.17
Classification on the basis of employees opinion regarding stress based on controls and restriction
54
4.18
Classification on the basis of employees opinion regarding stress based on inadequate compensation
56
4.19
Classification on the basis of employees opinion regarding stress based on lack of facility
58
4.20
Classification of the respondents on the basis of their perception regarding the measures provided for stress management
60
4.21
Classification of the respondents opinion regarding is their using facility for reduce stress in their life
62
4.22
64
4.23
Classification of the respondents opinion regarding is their using facility for reduce stress in their life Correlation
4.24
Chi – square
68
66
LIST OF CHARTS
Table No 4.1
Particular
Page No
Classification based on employees age
23
4.2
Classification on the basis of employees gender
25
4.3
Classification on the basis of employees qualification
27
4.4
Classification on the basis of employees Marital status
29
4.5
Classification on the basis of employees salary
31
4.6
Classification on the basis of employees working experience
33
4.7
Classification on the basis of employees opinion regarding stress with their job
35
4.8
Classification on the basis of employees opinion about stress based on work environment
37
4.9
Classification on the basis of employees opinion about stress based on family problems. Classification on the basis of employees opinion regarding stress based on heavy work load
39
4.11
Classification on the basis of employees opinion regarding stress based on financial problem
43
4.12
Classification on the basis of employees opinion regarding stress based on inconvenient working hours
45
4.13
Classification on the basis of employees opinion regarding stress based on their physiological problem
47
4.14
Classification on the basis of employees opinion regarding stress based on lack of team work
49
4.10
41
4.15
Classification on the basis of employees opinion regarding stress based on improper grievance handling
51
4.16
Classification on the basis of employees opinion regarding stress based on fewer incentives
53
4.17
Classification on the basis of employees opinion regarding stress based on controls and restriction
55
4.18
Classification on the basis of employees opinion regarding stress based on inadequate compensation
57
4.19
Classification on the basis of employees opinion regarding stress based on lack of facility
59
4.20
Classification of the respondents on the basis of their perception regarding the measures provided for stress management
61
4.21
Classification of the respondents opinion regarding is their using facility for reduce stress in their life
63
4.22
Classification of the respondents opinion regarding is their using facility for reduce stress in their life
65
CHAPTER – I INTRODUCTION
1 INTRODUCTION 1.1 Stress Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important. This is a complicated definition. Let’s look at its components more closely. Abnormal is not necessarily bad in and of itself. While stress is typically discussed in a negative context, it also has a positive value. It is an opportunity when it offers potential gain. Potential Sources of Stress There are three categories of potential stressors. 1. Environmental 2. Organizational 3. Individual Environmental Factors Just as environmental uncertainty influences the design of an organization’s structure, it also influences emphasize levels among employees in that organization. Changes in the business cycle create economic uncertainties. When the economy is contracting, for example, people become increasingly anxious about their security. Political uncertainties don’t tend to create stress among North Americans as they do for employees in countries like Haiti or Iraq. The obvious reason is that the United States and Canada have stable political systems where change is typically implemented in
2 an orderly manner. Yet political threats and changes, even in countries like the United States and Canada, can be stress inducing. Technological uncertainty is a third type of environmental factor that can cause emphasize. Because new innovations can make an employee’s skills and experience obsolete in a very short period of time, computers, robotics, automation, and similar forms of technological innovation are a threat to many people and cause them stress. Organizational Factors There are no shortages of factors within the organisation that can cause stress. Pressures to avoid errors or complete tasks in a limited time period, work overload, a demanding and insensitive boss, and unpleasant co – workers are a few examples. We’ve categorized these factors around task, role, and interpersonal demands; organizational structure; organizational leadership; and the organization’s life stage. Individual factors The typical individual only works about 40 to 50 hours a week. The experiences and problems that people encounter in those other 120 – plus non-work hours each week can spill over to the job. Our final category, then, encompasses factors in the employee’s personal life. Primarily, these factors are family issues, personal economic problems, and inherent personality characteristics. Consequences of Stress Emphasize Shows itself in a number of ways. For instance, an individual who is experiencing a 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 general categories; physiological, psychological, and behavioral symptoms.
3 1. Physiological Symptoms Most of the early concern with stress was directed physiological symptoms. This was predominately due to the fact that specialists in the health and medical sciences researched the topic. This research led to the conclusion that stress could create changes in metabolism, increase heart and breathing rates, increase blood pressure, bring on headaches, and induce heart attacks. 2. Psychological Symptoms Stress can cause dissatisfaction. Job – related stress can cause job – related dissatisfaction. Job dissatisfaction, in fact, is “the simplest and most obvious psychological effect” of strain. But stress shows itself in other psychological states – for instance, tension, anxiety, irritability, boredom, and procrastination. 3. Behavioral Symptoms Behaviorally related strain symptoms include changes in productivity, absence, and turnover, as well as changes in eating habits, increased smoking or consumption of alcohol, rapid speech, fidgeting and sleep disorders. There has been a significant amount of research investigating the stress – performance relationship. Coping Strategies for Stress Generally speaking, how ever, there are two major approaches to dealing with job stress. Individual Coping Strategies Today, when self-help remedies, do-it-yourself approaches, weight-loss clinics and diets, health foods, and physical exercise are being given so much attention in the mass media and when people are actually taking responsibility, or know they should
4 Be taking responsibility, for their own wellness, individual coping strategies for dealing with stress make sense.; 1. Exercise Today, it is not whether you win or lose, but whether you get some good exercise that counts. People of all ages walking, jogging, swimming, riding bicycles, or playing softball, tennis or racquetball in order to get some exercise to combat stress. 2. Relaxation Whether a person simply takes it easy once in a while or uses specific relaxation techniques such as biofeedback or meditation, the intent is to eliminate the immediately stressful situation or manage a prolonged stressful situation more effectively. Taking it easy may mean curing up with a good book in front of a fireplace or watching something “light” on television. Meditation involves muscle and mental relaxation; the person slowly repeats a peaceful phrase or word or concentrates on a mental picture in a quiet location. 3. Behavioral Self-Control By deliberately managing the antecedents and the consequences of their own behavior, people can achieve self-control. Besides managing their own behavior to reduce stress, people can also become more aware of their limits and of “red flags” that signal trouble ahead. They can avoid people or situations that they know will put them under stress. In other words, this strategy involves individuals controlling the situation instead of letting the situation control them. 4. Cognitive Therapy Besides behavioural self-control techniques, a number of clinical psychologists have entered the stress field in recent years with cognitive therapy techniques. Techniques such as Ellis’s rational emotive model and Meichenbaum’s cognitive
5 Behavior modification have been successfully used to reduce test anxiety and have recently been used as a individual strategy for reducing job stress.;
5. Networking One clear finding that has come out of social psychology research over the year is that people need and will 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. Organizational Coping Strategies Organizational coping strategies are designed by management to eliminate or control organizational – level stressors in order to prevent or reduce job stress for individual employees. In addition to working on each specific organizational stressor identified in more generalized strategies might include the following: 1. Create a supportive organizational climate More large organizational today tend to be highly formalized bureaucratic structures with accompanying inflexible, impersonal climates. This can lead to considerable job stress. A coping strategy would be to make the structure more decentralized
and
organic,
with
participative
decision-making
and
upward
communication flows.. 2. Enrich the design of tasks Enriching jobs either by improving job content factors or by improving core job characteristics may lead to motivational states or experienced meaningfulness, responsibility, and knowledge of results. Presumably, these enriched tasks will eliminate the stressors found in more routine, structured jobs.
6 3. Reduce conflict and clarify organizational roles Role conflict and ambiguity was identified earlier as major individual stressors. It is up to management to reduce the conflict and clarify organizational roles so that this cause of stress can be eliminated or reduced. 4. Plan and develop career paths and provide counseling Traditionally, organizational have shown only passing interest in the career planning and development of their employees. Individuals are left to decide career moves and strategies on their own and, at most, get paternalistic advice once in a while from a supervisor.
7 1.2
COMPANY PROFILE
Allsec Technologies Ltd is a BPO with multiple delivery centers in India and Philippines, supporting a global clientele. The company offers Voice and Non-Voice services with world class Back Office acumen The Company is engaged in the business of providing IT enabled services for customers located in India and outside India. The services provided by the company include data verification, processing of orders received through telephone calls, telemarketing, monitoring quality of calls of other call centers, customer services and HR and payroll processing. The company provides services to the industries such as financial services, telecom, retail and health care, technology, automotive and gaming. They are having their delivery centers located at Chennai, Bengaluru, Mumbai, Delhi, Trichy, Hyderabad, Pune and Kolkata. The company now operates over 5000 seats pan India and 600 seats in Manila, Philippines. Their subsidiaries include Allsectech Inc., USA and Allsectech Manila Inc., Philippines. Allsec Technologies Ltd was incorporated on August 24, 1998 as a public limited company. In the year 2000, the company a delivery centres with the initial capacity of 100 seats at R. A. Puram, Chennai. In September 2000, they incorporated a wholly owned subsidiary company, namely Allsectech Inc in USA. In January 2001, they commenced commercial outsourcing operation at R A Puram facility. In February 2001, the company entered into outsourcing contract with Compucredit and from March 2001 onwards, they started operation for CompuCredit processes. In August 2001, the company setup TNPL Facility and from October 2001, they commenced processes in TNPL Facility. In the year 2002, the company expanded the R A Puram facility from 100 seats to 150 seats and commenced commercial operations. In April 2002, they set up a delivery centres with the capacity of 400 at Velachery, Chennai. In January 2003, the company received ISO 9001:2000 certification. In November 2003, they made a strategic alliance with CompuCredit. In December 2003, they started HR payroll processing for a global IT consulting company, India.
In March 2004, the company started first technical support process. In January 2005, they revised the strategic agreement with CompuCredit. In May 2005, the company completed an initial public offering of 3,141,200 equity shares of Rs 10 each at a price of Rs 135 per share and the equity shares of the company were listed on the National Stock Exchange and Bombay Stock Exchange with effect from May 9, 2005. In December 2005, the company acquired 100% equity shares in a Bangalore based BPO company, namely B2K Corporation. Thus, B2K Corp Pvt Ltd became a wholly owned subsidiary company. During the year 2006-07, the company obtained the renewal of the renowned BS7799 certification for their Information Security Management System. Also, they obtained the ISO 27001: 2005 certification. During the year 2007-08, as per the scheme of amalgamation, B2K Corp Pvt Ltd, a wholly owned subsidiary company was amalgamated with the company. They added a delivery centre in Trichy with the capacity of 200 seats. In January 2008, the company acquired Kingdom Builders Inc, a Company located at Philippines engaged in Website Development, Strategic Teleservices and Customer Care Quality Management and changed the name to Allsectech Manila Inc. The subsidiary company set up a delivery centre in Manila. During the year 2008-09, the company acquired the Indian Domestic Contact Management services division of i2i Telesource Pvt. Ltd. effective 31st July, 2008. This brought in a pan India presence in 8 cities which is particularly useful for the Indian Domestic business. Consequent to the acquisition, they established delivery centers at Delhi, Mumbai, Kolkata, Bengaluru, Kochi, Hyderabad and Jaipur. Also, they expanded their domestic delivery center at Bengaluru and Mumbai.
During the year 2009-10, the company added more capacity for their domestic market by adding capacity in Bengaluru, Chennai and Pune. The company also upgraded and expanded the facilities in Delhi, Mumbai and Hyderabad. This has resulted in an overall addition of 1500 seats and upgradation of 1200 seats. During the year, the company was certified for ISO 27001 (Information Security Management) and ISO 9001:2008. Also in addition to such overall process and security systems certifications, they also achieved SAS 70 Type II certification for their HR BPO services to realize higher levels of maturity and be consistent with business and market needs in HR outsourcing.
Their Business: Allsec is a global company with vast expertise in providing business process solutions across various industry verticals. Our solutions are testimony to the fact that we are a highly customer-centric, flexible and transparent service provider. Allsec believes in enhancing our client’s business experience by taking process responsibility, improving cost efficiencies, and adding value through continuous process improvements and quality assurances. Services offered: Banking, financial services, and insurance –– for acquisition, retention, and collection Collections –– for account payables & receivables Technical Support –– for sign–up & troubleshooting services Student Loan Consolidation Payroll processing & Claims Management
Quality Assurance – provides quality assurance of voice and email service across multiple business segments.
Vision: To make MMM Training Solutions a dynamic, vibrant, value based learning organization comprising of exceptionally skilled, motivated and committed professionals who facilitate seamless transformation of our participants to excellent performers. MMMTS is able to achieve its mission and vision because of the MMM Methodology and the MMM Trainers. Our site is very informative and contains significant amount of information about our organization and the programs that we run. We hope that you will reach out to us for your soft skills training and leadership development needs and allow the efficacy of the program to speak for our work. Mission: To provide Executive Coaching and Soft Skills Training of exceptional quality through facilitators who are constantly evolving to achieve their highest potential and are empowering others to do the same. This results not only in increased productivity but also in enhanced personal effectiveness.
Quality policy The Board has, on the recommendation of the Nomination & Remuneration Committee framed a policy for selection and appointment of Directors, Senior Management and their remuneration. The Company's policy on appointment and remuneration including criteria for determining qualifications, positive attributes, and independence are provided in the Corporate Governance Report forming part as an Annexure–A to this Report.
Human Resource Department Stress realizes that the continued success of any organization depends on a healthy human resources policy. BPO’s Human Resources policy focuses upon enthusing to the human resources to be innovative to keep ahead of competition. Company is nurturing a participative atmosphere for reducing the grievances of the employees and for nurturing peaceful working environment. Wage settlements are reached amicably with the trade unions in four years and harmonious industrial relation is being maintained. Career Development Allsec is committed towards enhancing the skills and competencies of our employees and grooming them as our future Leaders. We provide powerful career development opportunities and a supportive environment to foster Career Growth. To proactively manage this, every individual, Strengths and Gaps are identified at the nascent stage of their Career through an Assessment Centre that helps in drawing a career plan for both vertical and lateral growth. Boasting of a world-class work environment with an open and broad-minded work culture, Allsec provides a holistic compensation structure where – apart from a fixed salary – employees can look forward to a highly rewarding performance-based incentive plan. We build lasting relationships internally as well and all our employees stand testimony to that fact.
Training:
Orientation programs
In house programs like safety, fire prevention etc..,
General management programs like self development, Personality development etc..,
Based on competency of workmen analysis the competency development programs for workmen, staffs & executives.
Nomination to external programs with in India.
Nomination of executives to attend seminars / conferences mill visiting.
Training programs in other advanced countries to sharpen the knowledge on advance Technology development.
Awards: Award For Leadership Strategy • Teleperformance India Fun At Work Award •
Prodapt Solutions Private Limited
•
Hewlett Packard Global Soft Pvt Ltd
Award For Excellence In People & Communication •
Prodapt Solutions Private Limited
Social Change Award •
Five Splash InfoTech Pvt Ltd
•
Tata Consultancy Services
•
Hewlett Packard Global Soft Pvt Ltd (Certificate Of Merit)
BPO Organization Of The Year •
Tata Consultancy Services
Best Customer Experience Delivered by a Contact Center •
FIS Global Services
•
Hewlett Packard Global Soft Pvt Ltd (Certificate Of Merit)
Award for Operational Excellence & Quality
•
Hewlett Packard Global Soft Pvt Ltd
•
Tata Consultancy Services
Best IT Enablement in BPO •
Hewlett Packard Global Soft Pvt Ltd
Award For Excellence In Value Creation •
FIS Global Services
Use Of Technology for Operational Excellence Award •
FIS Global Services
•
eClerx Services LTD
Best Help Desk Service Award •
FIS Global Services
Award Excellence In Customer Service •
FIS Global Services
BPO Innovation Of The Year •
FIS Global Services (Certificate Of Merit)
Award For Excellence In Improvements & Innovation – Training •
FIS Global Services
Award For Excellence In Improvements & Innovation – Multi Channel •
FIS Global Services (Certificate Of Merit)
Award For Most Significant Contributor To The BPO Industry •
Serco Global Services
Best Employer Brand Of The Year •
Serco Global Services
Best HR Practices Award •
SPi Technologies India Pvt. Limited
Most Admired IT Company Of the Year (IT) •
Bristlecone India Limited (Certificate Of Merit)
Individual Award Categories Marketing Professional The Year (IT) •
Mr. Satya Upadhya – Regional Marketing Manager India – SanDisk Corporation
Excellence & Leadership in Outsourcing •
Chaman Baid, CEO/ Managing Director, ACN Infotech (India) Private Limited
•
Kumud Srinivasan, President, Intel India
•
Rajeev Sharma, Director, Osource India Pvt. Ltd.
•
Balaji Venketeshwar, Chief Executive Officer, Secure Matrix Global Pvt. Ltd
•
Jaideep Dilip Junnarkar, PRODUCT & ENGINEERING LEADER
•
Vinod Harith R, Co-founder & Director, CMO Axis
•
Ralf Ellspermann, CEO, Piton Global
•
Sandeep Soni, President & CEO, Hero BPO
•
Ninaad Mehta, Managing Director, Brindley Technologies
•
Mahadevan C, Vice President - HR BPO, AllSec Technologies
Youth Achiever Award In Information Technology •
Pramit Pratim Ghosh, Manager (Enterprise Marketing) Team EIS (Enterprise &
Instituitional Strategy), Tally Solutions Pvt. Ltd. 12
1.3 INTRODUCTION TO INDUSTRY Current environment is the business environment and the rapid growth of the BPO sector over the past few years has resulted in remarkable changes in the lives of its young workforce. The employment in the BPO sector has had a tremendous impact on the youngster‟s lives. Unlike other sectors, the BPO sectors provide opportunities for employment at a young age with higher income and quick promotions. Thus majority of the youngsters prefer to do a job in BPO. But surprisingly, they don‟t remain in the BPO sector for a long time. There are various reasons for this, which includes 35 % sleep disorder, 26 % eye-sight problem and 20 % digestive disorder, illness and increased stress level and many BPO employees have had to relocate to the outsourcing hubs and have to live independently. Strict deadlines and targets, repetitive tasks, such as attending telephonic calls more than 100 times a shift have resulted in increased stress and absenteeism. A number of employees are also experiencing physical and emotional problems such as depression, panic etc. Thus, with this increased stress levels, the employees cannot deliver their full-fledged work and also cannot cope up with the working environment. Therefore, stress is becoming inevitable now-a-days in BPO organizations and ultimately it is resulting in the physical, mental and emotional exhaustion of the employees and also reducing the individual accomplishment levels. This is due to the process attrition, in which highly committed and motivated individuals starts losing their spirit. In the 1990s India emerged as a major player in the field of software engineering, information technology services and Web-based services. Presently the Indian information technology industry employs a little more than half million people and
provides indirect employment to over a quarter of a million people (NASSCOM). In today‘s world, the degree of stress increased owing to urbanization, globalization that results into cut-throat competition. Stress is inescapable part of modern life, work place is becoming a volatile stress factory for most employees and it is rightly called as the Age of anxiety. Stress has becoming significantly with the result of dynamic social factors and changing needs of life styles. Stress is man‘s adaptive reaction to an outward situation which would lead to physical mental and behavioral changes. Brain cells create ideas, Stress may kills brain cells. The truth is that not all stresses are destructive in nature. Appropriate amount of stress can actually trigger your passion for work, tap your latent abilities and even ignite inspirations. Stress is the emotional and physical strain caused by our response to pressure from the outside world. Common stress reactions include tension, irritability, inability to concentrate, and a variety of physical symptoms that include headache and a fast heartbeat. Stress is a condition or feeling experienced when a person perceives that- demands exceed the personal and social resources the individual is able to mobilize. S= P>R i.e., stress occurs when the pressure is greater than the resources. Stress is our body's way of responding to any kind of demand. It can Journal of Information Technology and Economic Development 2(2), 30-48, October 2011 32 be caused by both good and bad experiences. When people feel stressed by something going on around them, their bodies react by releasing chemicals into the blood. These chemicals give people more energy and strength, which can be a good thing if their stress is caused by physical danger. But this can also be a bad thing, if their stress is in response to something emotional and there is no outlet for this extra energy and strength. What is stress? ―Stress is the body‘s nonspecific response to a demand placed on it.‖ Hans Selye
Stress as a condition or feeling experienced when a person perceives that ―demands exceed the personal and social resources the individual is able to mobilize.‖ Richard S. Lazarus ―Nervous tension that results from internal conflicts from a wide range of external situations‖ D‘ Souza The study throws light on the wide spread silent problem by name ‗Stress‘, which gave raise to acute dysfunctions and are called many diseases, increase divorce rates, and other harassments. If left uncared the extremity of stress may turn a person vulnerable and even lead to the suicide of the person. The work stress is found in all professions, the very affected are the IT professionals who are highly target driven, highly pressured on results, and are squeezed both physically and mentally to the maximum on their roles and loads. The stress is manifested in various ways and means, and the much prone sector is the IT sector, which has turned upside down only their working hours, but also their biological system, which affects at three different levels viz., individual, interpersonal and organizational level. It becomes the vital role of the management to take care of the employees health rather providing only the monetary benefits, which is not so in practice of the fullest. Business Process Outsourcing (BPO) services play a very important role in the economic life of the nation. The health of the economy is closely related to the soundness of its Management system. BPO services not only create new wealth, their activities are spread over to various sectors of service industry. In this way they become very effective partners in the process of economic development and generating employment in the service sector since the 1980’s, in both public sector companies and private foreigncontrolled companies as well. The increase has been most marked in metropolitan cities.
14 1.4 Objectives of the study:
To understand the employee’s stress level in the organization.
To know the factor that influences their job.
To understand what the employees feel about the stress in the job.
To find out the relationship if any, between stress and variables like age, income, work experience and number of dependents.
To identify the methods of reducing stress at the individual and organization lev
15 1.5 SCOPE OF STUDY
The study will help TNPL in knowing the opinion of employees regarding stress management practices prevailing in their company. The company can identify the expectations of employees regarding stress management practices and can design programs accordingly for reduce the stress of employees personal as well as organizational life
.
16 1.6 Limitation of the study
Some employees were hesitant to give true response.
Time factor is another limitation of the study.
The study based on employees’ attitude and opinions. And this attitude may change suddenly or slowly.
The company staffs are busy in their work, so the researcher was unable to meet all the employees.
CHAPTER – II REVIEW OF LITERATURE
17 CHAPTER - II REVIEW OF LITERATURE: “Job Stress is a condition arising from the interaction of people and their jobs and characterized by changes within people that force them to deviate from their normal functioning” Beehar and Newman “Stress is an adaptive response mediated by individual characterstics and / or psychological processes that is a consequence of any external action, situation or event that places special physical and/or psychological demands upon a person”
Stress is the general termapplied to the pressures people feel in life
Individual differences account for a wide range of reactions to stress a task viewed as challenging by one person may produce high levels of anxiety in another John W.Newstrom and Keith Davis “Stress is an adaptive response mediated by individual characteristics and / or
psychological processes, that is, a consequence of any external action situation or event that places special physical and / or psychological demands upon a person.” Ivancevich and Matteson ‘Stress is the excitement, feeling of anxiety, physical tension that occurs when the demands placed on an individual are thought to exceed his ability to cope. This most common view of stress is often called distress or negative stress. The physical or psychological demands from the environment that cause this condition are called stressors” Heiiriegel & Solcum
18 “Stress, an unpleasant state of emotional and physiological arousal that people experience in situations that they perceive as dangerous or threatening to their well-being” Encartra “Stress is the mental or physical condition that results from perceived threat of danger (physical or emotional) and the pressure to remove it.” Lesile & Lloyd
CHAPTER – III RESEARCH METHODOLOGY
19 CHAPTER - III RESEARCH METHODOLOGY Research methodology is the process of systematic investigation of any management problem is deals with research design, data collection method, sampling plan, statistical fads. PRIMARY DATA: The data collected for the first time by the investigator as original data are known as primary data. The primary data required for the study is collected through structural questionnaires and schedule interview and by having discussion with company executives questionnaire. SECONDARY DATA: Data that have been collected by someone else, the researcher utilize that existing data for his research this type of data collection method is called secondary data. Sources of secondary data through company records, books, and websites. SAMPLING TECHNIQUE: I have adopted convenience sampling technique in our survey. RESEARCH DESIGN: I have adopted descriptive research design for my project SAMPLING UNIT Permanent employees who all are working in TNPL office were chosen for the survey.
20 RESEARCH INSTRUMENT The research instrument in my project is questionnaire.
SAMPLE SIZE: In TNPL 1725 employees are working as a permanent employees, but for this study I have chosen only 75 employees. STATISTICAL TOOLS USED FOR ANALYSIS: Percentage Chi-square test Correlation PERCENTAGE: Percentage refers to a special kind percentage are used in making comparison between two variables of the elate percentage, area used to desirable relationship since, the percentage reduce every thing to a common base and there by meaning comparison to behaviour made. Percentage = (No. of. Respondents / Total No. of respondents) *100.
CHI-SQUARE TEST: The test is parametric test. The symbol is a Greek Letter chi (K). The describes the magnitude of the discrepancy between theory and observation it is defined as [(O-E)² / E]. O = refers to the observed frequency. E = refers to the expected frequency.
21 First the expected frequency is calculated using the equations. E = RT × CT / N RT = Row total for the containing the cell. CT = Column total for the column continuing the equations. N = Total no of observations. The difference between the observed and expected frequency is calculated and the value (O-E)² is obtained. The value [(O-E)² / E] is calculated and the value sigma gives the chi-square value and it range from zero to infinity. Then sigma value is compared with chi-square table value at the level of significance for testing the hypothesis. CORRELATION: The degree of relationship between the variables under consideration is through the correlation analysis. ∑xy r= √ (∑x2) (∑y2) The value of the co – efficient of correlation as obtained by the above formula shall always behavior between ± 1 then when r = +1, it means is perfect positive correlations between the variables when r = -1 it means there is no relationship between the two variable
CHAPTER – IV DATA ANALYSIS AND INTERPRETATION
22 CHAPTER - IV DATA ANALYSIS AND INTERPRETATION Table No: 4.1 Classification based on employees age Age level Below 25 25 – 30 30 – 35 35 – 40 Above 40 Total
No. of employees 7 8 17 21 22 75
Percentage (%) 9 10 23 28 30 100
Source: Primary data
Inference From the above table it can be inferred that 30% of the respondents belong to the age group of 40 years, 28% of the respondents belong to the age group of 35 – 40 years, and 23% of the respondents belong to the age group of 30 - 35 years, and 10% of the respondents belong to the age group of 25 – 30 and 9% of the respondents belongs to the age group of below 25 years.
23 Chart 4.1 Classification based on employees age
24 Table No:4. 2 Classification on the basis of employees gender Gender Male Female Total
No. of employees 55 20 75
Percentage (%) 73 27 100
Source: Primary data
Inference From the above table it can be inferred that 73% respondents are male, and 27% respondents are female.
25 Chart: 4.2 Classification on the basis of employees gender
26
Table No: 4. 3 Classification on the basis of employees qualification Qualification SSLC HSC Diploma UG PG Total
No. of employees 1 3 3 30 38 75
Percentage (%) 1.3 4 4 40 50.7 100
Source: Primary data
Inference From the above table it can be inferred 50.7% are finished their PG, and 40% are finished their UG, and 4% finished diploma and 4% finished HSC, and 1.3% finished SSLC .
27 Chart: 4.3 Classification on the basis of employees qualification
28 Table No: 4.4 Classification on the basis of employees Marital status
Marital status Married Unmarried Total Source: Primary data
No. of employees 52 23 75
Percentage (%) 69 31 100
Inference From the above table it can be inferred that 69% respondents are married, and 31% respondents are unmarried.
29 Chart: 4.4 Classification on the basis of employees Marital status
30 Table No:4. 5 Classification on the basis of employees salary Salary status Less than 5000
No. of employees 2
Percentage (%) 3
5000 – 10000 10000 – 15000 15000 – 20000 Above 20000 Total
8 16 21 28 75
11 21 28 37 100
Source: Primary data
Inference From the above table it can be inferred that 37% of the respondents are having the income above20000, and 28% respondents are having the income between 15000 – 20000, and 21% of the respondents are having the income between 10000 - 15000, and 11% of the respondents are having the income between 5000.- 10000 and 3% of the respondents are having income less than 5000.
31 Chart: 4.5 Classification on the basis of employees salary
32 Table No: 4.6 Classification on the basis of employees working experience
Working experience Less than 3 years 3 – 6 years 6 – 9 years 9 – 12 years Above 12 years Total
No. of employees 7 9 8 15 36 75
Percentage (%) 9 13 10 20 48 100
Source: Primary data
Inference From the above table it can be inferred that 48% of the respondents are having above 25 years of experience and 20% of the
respondents
experience, and 13%of the
are having below 3 – 6
respondents
are having 9 - 12 years of years of work
experience, and 10% of the respondents are having 6 – 9 years of experience, and 9% of the respondents are having less than 3 years of work experience.
33 Chart: 4.6 Classification on the basis of employees working experience
34 Table No: 4.7 Classification on the basis of employees opinion regarding stress with their job Employees Opinion Strongly Agree Agree
No. of employees 9 25
Percentage (%) 12 34
Neither Agree nor Disagree Disagree Strongly Disagree Total
18 13 10 75
24 17 13 100
Source: Primary data
Inference: From that above table it can be inferred 34% of the respondents are agree stress in their job and 24% of the respondents are neither agree nor disagree stress in their job and 17% of the respondents are disagree stress in their job and 13% of the respondents are strongly disagree stress in their job and 12% of the respondents are strongly agree stress in their job.
35 Chart: 4.7 Classification on the basis of employees opinion regarding stress with their job
36 Table No:4. 8 Classification on the basis of employees opinion about stress based on work environment Employees Opinion Strongly Agree Agree Neither Agree nor Disagree
No. of employees 4 24 27
Percentage (%) 6 32 36
Disagree Strongly Disagree Total
13 7 75
17 9 100
Source: Primary data
Inference: From that above table it can be inferred 36% of the respondents are neither agree nor disagree about stress based on work environment and 32% of the respondents are agree about stress based on work environment and 17% of the respondents are disagree about stress based on work environment and 9% of the respondents are strongly disagree about stress based on work environment and 6% of the respondents are strongly agree about stress based on work environment.
37 Chart: 4.8 Classification on the basis of employees opinion about stress based on work environment
38 Table No: 4.9 Classification on the basis of employees opinion about stress based on family problems.
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 12 24 15 17 7 75
Percentage (%) 16 33 20 22 9 100
Source: Primary data
Inference: From that above table it can be inferred 33% of the respondents are agree about stress based on family problem and 22% of the respondents are disagree about stress based on family problem and 20% of the respondents are neither agree nor disagree about stress based on family problem and 16% of the respondents are strongly agree about stress based on family problem and 9% of the respondents are strongly disagree about stress based on family problem.
39 Chart: 4.9 Classification on the basis of employees opinion about stress based on family problems.
40 Table No: 4. 10 Classification on the basis of employees opinion regarding stress based on heavy work load
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 11 26 18 13 7 75
Percentage (%) 15 35 24 17 9 100
Source: Primary data
Inference: From that above table it can be inferred 35% of the respondents are agree about stress based on heavy work load and 24% of the respondents are neither agree nor disagree about stress based on heavy work load and 17% of the respondents are disagree about stress based on heavy work load and 15% of the respondents are strongly agree about stress based on heavy work load and 9% of the respondents are strongly disagree about stress based on heavy work load.
41 Chart: 4.10 Classification on the basis of employees opinion regarding stress based on heavy work load
42 Table No: 4.11 Classification on the basis of employees opinion regarding stress based on financial problem
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 5 23 14 20 13 75
Percentage (%) 7 31 18 27 17 100
Source: Primary data
Inference: From that above table it can be inferred 31% of the respondents are agree about stress based on financial problem and 27% of the respondents are disagree about stress based on financial problem and 18% of the respondents are neither agree nor disagree about stress based on financial problem and 17% of the respondents are strongly disagree about stress based on financial problem and 7% of the respondents are strongly agree about stress based on financial problem.
43
Chart: 4.11 Classification on the basis of employees opinion regarding stress based on financial problem
44 Table No: 4.12 Classification on the basis of employees opinion regarding stress based on inconvenient working hours Employees Opinion Strongly Agree
No. of employees 5
Percentage (%) 7
Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
23 17 22 7 75
32 23 29 9 100
Source: Primary data
Inference: From that above table it can be inferred 32% of the respondents are agree about stress based on inconvenient working hours and 29% of the respondents are disagree about stress based on inconvenient working hours and 23% of the respondents are neither agree nor disagree about stress based on inconvenient working hours and 9% of the respondents are strongly disagree about stress based on inconvenient working hours and 7% of the respondents are strongly agree about stress based on inconvenient working hours.
45 Chart: 4.12 Classification on the basis of employees opinion regarding stress based on inconvenient working hours
46 Table No: 4.13 Classification on the basis of employees opinion regarding stress based on their physiological problem
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 6 19 25 17 8 75
Percentage (%) 8 25 33 22 12 100
Source: Primary data
Inference: From that above table it can be inferred 33% of the respondents are neither agree nor disagree about stress based on their physiological problem and 25% of the respondents are agree about stress based on their physiological problem and 22% of the respondents are disagree about stress based on their physiological problem and 12% of the respondents are strongly disagree about stress based on their physiological problem and 8% of the respondents are strongly agree about stress based on their physiological problem.
47 Chart:4.13 Classification on the basis of employees opinion regarding stress based on their physiological problem
48 Table No: 4.14 Classification on the basis of employees opinion regarding stress based on lack of team work Employees Opinion
No. of employees
Percentage (%)
Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
5 19 23 21 7 75
7 25 31 28 9 100
Source: Primary data
Inference: From that above table it can be inferred 31% of the respondents are neither agree nor disagree about stress based on lack of team work and 28% of the respondents are disagree about stress based on lack of team work and 25% of the respondents are agree about stress based on lack of team work and 9% of the respondents are strongly disagree about stress based on lack of team work and 7% of the respondents are strongly agree about stress based on lack of team work.
49 Chart: 4.14 Classification on the basis of employees opinion regarding stress based on lack of team work
50 Table No: 4.15 Classification on the basis of employees opinion regarding stress based on improper grievance handling
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 6 18 20 22 9 75
Percentage (%) 8 24 27 29 12 100
Source: Primary data
Inference: From that above table it can be inferred 29% of the respondents are disagree about stress based on improper grievance handling and 27% of the respondents are neither agree nor disagree about stress based on improper grievance handling and 24% of the respondents are agree about stress based on improper grievance handling and 12% of the respondents are strongly disagree about stress based on improper grievance handling and 8% of the respondents are strongly agree about stress based on improper grievance handling.
51 Chart: 4.15 Classification on the basis of employees opinion regarding stress based on improper grievance handling
52 Table No: 4.16 Classification on the basis of employees opinion regarding stress based on fewer incentives
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 9 20 21 18 7 75
Percentage (%) 12 27 28 24 9 100
Source: Primary data
Inference: From that above table it can be inferred 28% of the respondents are neither agree nor disagree about stress based on fewer incentives and 27% of the respondents are agree about stress based on fewer incentives and 24% of the respondents are disagree about stress based on fewer incentives and 12% of the respondents are strongly agree about stress based on fewer incentives and 9% of the respondents are strongly disagree about stress based on fewer incentives.
53 Chart: 4.16 Classification on the basis of employees opinion regarding stress based on fewer incentives
54 Table No: 4.17 Classification on the basis of employees opinion regarding stress based on controls and restriction
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 6 13 22 26 8 75
Percentage (%) 8 17 30 35 10 100
Source: Primary data
Inference: From that above table it can be inferred 35% of the respondents are disagree about stress based on control and restriction and 30% of the respondents are neither agree nor disagree about stress based on control and restriction and 17% of the respondents are agree about stress based on control and restriction and 10% of the respondents are strongly disagree about stress based on control and restriction and 8% of the respondents are strongly agree about stress based on control and restriction.
55 Chart: 4.17 Classification on the basis of employees opinion regarding stress based on controls and restriction
56 Table No: 4.18 Classification on the basis of employees opinion regarding stress based on inadequate compensation
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 7 14 25 19 10 75
Percentage (%) 9 19 33 25 13 100
Source: Primary data
Inference: From that above table it can be inferred 33% of the respondents are neither agree nor disagree about stress based on inadequate compensation and 25% of the respondents are disagree about stress based on inadequate compensation and 19% of the respondents are agree about stress based on inadequate compensation and 13% of the respondents are strongly disagree about stress based on inadequate compensation and 9% of the respondents are strongly agree about stress based on inadequate compensation.
57 Chart: 4.18 Classification on the basis of employees opinion regarding stress based on inadequate compensation
58 Table No: 4.19 Classification on the basis of employees opinion regarding stress based on lack of facility Employees Opinion
No. of employees
Percentage (%)
Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
7 25 19 19 5 75
9 33 25 25 8 100
Source: Primary data
Inference: From that above table it can be inferred 33% of the respondents are agree about stress based on lack of facility and 25% of the respondents are neither agree nor disagree about stress based on lack of facility and 25% of the respondents are disagree about stress based on lack of facility and 9% of the respondents are strongly agree about stress based on lack of facility and 8% of the respondents are strongly disagree about stress based on lack of facility.
59 Chart: 4.19 Classification on the basis of employees opinion regarding stress based on lack of facility
60 Table No: 4.20 Classification of the respondents on the basis of their perception regarding the measures provided for stress management Facilities: I)
Training programme on Yoga & Meditation
II)
Sports facilities
III)
Counseling
IV)
Exercise facilities
Facilities I & II I & III II & III III & IV All the above Total
No. of employees 29 10 8 5 23 75
Percentage (%) 39 13 10 7 31 100
Source: Primary data
Inference: From that table it can be inferred 39% of the respondents are attend the I & II programme and 31% of the respondents are attend all the facility for reduce the stress and 13% of the respondents are attend I & III programme for reduce the stress and 10% of the respondents are attend II & III facility for reduce the stress and 7% of the respondents are attend III & IV programme for reduce the stress.
61 Chart No: 4.20 Classification of the respondents on the basis of their perception regarding the measures provided for stress management
62 Table No: 4.21 Classification of the respondents opinion regarding is their using facility for reduce stress in their life
Facilities Yoga Meditation Physical exercise Counseling Others Total
No. of employees 18 34 17 3 3 75
Percentage (%) 24 45 23 4 4 100
Source: Primary data
Inference: From that above table it can be inferred 45% of the respondents are using meditation for reduce the stress and 24% of the respondents are using yoga for reduce the stress and 23% of the respondents are using physical exercise for reduce the stress 4% of the respondents are using counseling and other facility for reduce the stress in their life
63 Chart: 4.21 Classification of the respondents opinion regarding is their using facility for reduce stress in their life
64 Table No: 4.22 Classification of the respondents opinion regarding is their using facility for reduce stress in their life Facilities Highly satisfied Satisfied
No. of employees 20 29
Percentage (%) 27 39
No idea Dissatisfied Highly dissatisfied Total
16 7 3 75
21 9 4 100
Source: Primary data
Inference: From that table it can be inferred 39% of the respondents are satisfied about their using facility for reduce the stress and 27% of the respondents highly satisfied about their using facility for reduce the stress and 21% of the respondents says no idea about their using facility for reduce the stress and 9% of the respondents are says dissatisfied about their using facility for reduce the stress and 4% of the respondents says highly dissatisfied about their using facility for reduce the stress in their life.
65 Chart: 4.22 Classification of the respondents opinion regarding is their using facility for reduce stress in their life
66 Correlation The relationship between working experience (X) and heavy work load (Y) X
Y
X2
Y2
XY
7 9 8 15 36 75
11 26 18 13 7 75
49 81 64 225 1296 1715
121 676 324 169 49 1339
77 234 144 195 252 902
Formula: ∑xy r= √ (∑x2) (∑y2) 902 r= √ 1715 * 1339 902 r= √ 2296385 902 r= 1515.39 r = 0.59 Conclusion: This is positive correlation. So there is relationship between working experience and heavy work load
67 Correlation The relationship between heavy work load (X) and lack of facility (Y) X 11 26 18
Y 7 25 19
X2 121 676 324
Y2 49 625 361
XY 77 650 342
13 7 75
19 5 75
169 49 1339
361 25 1421
247 35 1351
Formula: ∑xy r= √ (∑x2) (∑y2) 1351 r= √ 1339 * 1421 1351 r= √ 1902719 1351 r= 1379.40 r = 0.97 Conclusion: This is a positive correlation. So there is a relationship between heavy work load and lack of facility
68 Chi – square test Relationship between gender and stress in their job Null hypothesis (H0): There is no relationship between gender and stress in their job. Alternative hypothesis (H1): There is a relationship between gender and stress in their job. Observed frequency:
Stress in job Strongly agree Agree Neither agree nor disagree Dis agree Strongly disagree Total
Gender Male 6 20 15 10 4 55 Expected frequency
Stress in job
Total
Female 3 5 3
9 25 18
3 6 20
13 10 75
Gender
Strongly agree Agree Neither agree nor
Male 6.6 18.3 13.2
Female 2.4 6.6 4.8
disagree Dis agree Strongly disagree Total
9.5 7.3 55
3.5 2.7 20
Total 9 25 18 13 10 75 69
Calculation: O 6 3 20 5 15 3 10 3 4 6
E 6.6 2.4 18.3 6.6 13.2 4.8 9.5 3.5 7.3 2.7
(O-E)2 0.36 0.36 2.89 2.56 3.24 3.24 0.25 0.25 10.89 10.89 Total
(O-E)2 /E 0.055 0.15 0.158 0.388 0.245 0.675 0.026 0.071 1.492 4.033 7.293
Degree of freedom = (r-1) (c-1) = (5-1) (2-1) =4*1 =4 Table value at 5% level of significant is 9.49 Inference: The table value is greater than the calculated value. So the null hypothesis is accepted. There is no significant relationship between gender and stress in their job.
CHAPTER – V
*FINDINGS * SUGGESTION *CONCLUTION
CHAPTER - V
70
5.1 FINDINGS 30% of the employees age level is above 40 years
73% of the employees are male
50.7% of the employees qualifications is post graduate
69% of the employees are married
37% of the employees getting monthly income is above 20000
48% of the employees working experience is above 12 years
34% of the employees are agree about stress with their job
36% of the employees are neither agree nor disagree about stress based on work environment
33% of the employees are agree about stress based on family problem
35% of the employees are agree about stress based on heavy work load
31% of the employees are agree about stress based on financial problem
32% of the employees are agree about stress based on inconvenient working hours
33% of the employees are neither agree nor disagree about stress based on their physiological problem
31% of the employees are neither agree nor disagree about stress based on lack of team work
29% of the employees are disagree about stress based on improper grievance handling
27% of the employees are agree about stress based on fewer incentives
35% of the employees are disagree about stress based on controls and restriction
33% of the employees are neither agree nor disagree about stress based on inadequate compensation
33% of the employees are agree about stress based on lack of facility
39% of the employees says the management provide yoga meditation and exercise facility for reduce the stress
45% of the employees are use meditation for reduce the stress in their life
39% of the employees are satisfied about their using facility for reduce the stress in their life 71
5.2 Suggestion: In this organization most of the employees opinion the work load is high, but the company provided all facility for reduce the stress in their personal as well as organizational life. So the company provide some free hours for reduce the stress to employee means they are very satisfied. Most of the employees are use yoga and meditation for reduce the stress in their life. So the organization provides continuously yoga and meditation facility at frequent interval means the stress level is completely reduced in the organization.
72
5.3 Conclusion:
Based on the research the researcher has identified what are all the factor to create stress in the working life.
The organization provide some facility to employee for reduce the stress in their life, but the employee wants some more hours for attend all training programme for reduce the stress in their personal as well as organizational life.
The organization provide some psychotic counseling means it is help full to all employee for how to reduce the stress in their life and how to handle the heavy work and which facility like yoga meditation etc.. mostly reduce the stress in their life.
APPENDIX
73 APPENDIX A STUDY ON EMPLOYEES STRESS MANAGEMENT AT TNPL PAPER MILL, KAGITHAPURAM, CHENNAI (DT) I) Personal Data: Name
: ……………………………………
Age
: a) below 25
Gender
: a) male
b) Female
Qualification
: a) SSLC
b) HSC
Marital status
: a) married b) unmarried
Designation
: ……………………………………..
Salary
: a) Less than 5000
b) 25 – 30 c) 30 – 35 d) 35 – 40 e) above 40
d) 15000 – 20000 Working experience
c) Diploma
b) 5000 – 10000
e) PG
c) 10000 – 15000
e) Above 20000
: a) Less than 3 years d) 9 – 12 years
d)UG
b) 3 – 6 years e) Above 12 years
c) 6 – 9 years
II) Please rate the following factors which influence your stress level in your organization N Area of concern Strongly Agree Neither agree Disagree o agree nor disagree 1
I feel stress in my Job
2
I feel that my work environment creates stress in my job I feel that my family problem creates stress in my job I feel that heavy work load creates stress in my job I feel that my financial problem creates stress in my work I feel that inconvenient working hours creates stress I feel physiological problem creates stress in work I feel that lack of team work in my work place creates stress I feel that improper grievance handling creates stress in my job I feel that I am getting fewer incentives for my work which creates stress I feel that too much control and restrictions in my work place which creates stress I feel that my inadequate compensation creates stress I feel that lack of facilities creates stress in my job
3 4 5 6 7 8 9 10 11 12 13
III) Stress Management: 1) What are the facilities provided by the company for stress management? i) Training programme on Yoga & Meditation
Strongly disagree
ii) Sports facilities iii) Counseling IV) Exercise facilities a) I & II
b) I & III
c) II & III
d) III & IV
e) All the above
2) Which one is you mostly prefer for reduce the stress in your personal as well as organizational life? a) Yoga
b) Meditation
c) Physical exercise
d) counseling
e) Others 3) How do you feel you use the method for reduce the stress? a) Highly satisfied
b) Satisfied
e) Highly dissatisfied
c) No idea
d) Dissatisfied
BIBLIOGRAPHY
75
BIBLIOGRAPHY 1. Organizational Behavior
-
Stepen P. Robbins
2. Organizational Behavior
-
Fred Luthans
3. Organizational Behaviour
-
L.M. Prasad
4. Research Methodology
-
C.R.Kothari
5. Statistical Methods
-
S.D.Gupta
6. TNPL hand book 7. www.google.com
(NAME) (Reg. No.) In partial fulfillment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION IN DEPARTMENT OF MANAGEMENT STUDIES
This is to certify that the project entitled
A STUDY ON EMPLOYEES STRESS MANAGEMENT
Is the bonafide record of project work done by
(NAME) (Reg. No.) of MBA (Management Business Administration) during the year 2008-2010
Project Guide
Head of the Department
Submitted for the Project Viva- Voce examination held on _____________
Internal Examiner
External Examiner
DECLARATION I affirm that the Project work titled ‘A study on employees stress management in Tamilnadu Newsprint and paper Limited (TNPL), Chennai (DT)’ Being submitted in partial fulfillment for the award of
Master of
Business Administration (MBA) is the original work carried out by me. It has not formed the part of any other project work submitted for award of any degree, either in this or any other university.
Signature of the student
I certify that the declaration made above by the student is true
Signature of the guide
Head of the department
ACKNOWLEDGEMENT
I express my heartful gratitude and thanks
, Asst General Manager HRD,
Tamilnadu Newsprint and Papers Limited, Chennai for their permission to undergo project and I thank everyone in the organization for helping to know the organizational set up and the functions of the organization. Above all expresses my sincere thanks to my parents who provide all the necessities in ensuring my successful completion of the project <STUDENT NAME>
CONTENTS Chapter
Particular
Page No
Abstract
I
List of tables
II
List of charts
III
I
Introduction
1
II
Review of literature
17
III
Research Methodology
19
IV
Data analysis and interpretation
22
V
Findings
70
Suggestion
71
Conclusion
72
Appendix
73
Bibliography
75
ABSTRACT The project work “The Employees stress management” has been carried out for TNPL. The project work aims to study the total stress management practices prevailing at TNPL. It also aims to identify the factors creating stress to employee in the organization as well as personal life. The researcher has gone for descriptive style of research. The primary data has been collected among the employees of TNPL. A well structured questionnaire has been framed and personal interview has been conducted among the employees. Based on the analysis of data thus collected, certain findings were arrived at and suggestion was given. The main motive of this project is to identify the reason for creating stress in this organization and how to overcome the stress through various programme. In this organization conducted various programme for reduce the stress such as yoga, meditation, exercise facility etc… In this research help to identify which programme the employees are mostly used for reduce the stress in their organizational as well as personal life. Finally I suggest to company for conduct various programme for reduce the stress at frequent interval it is mostly help to decrease the stress and increase quality of work.
LIST OF TABLES Table No 4.1
Particular
Page No
Classification based on employees age
22
4.2
Classification on the basis of employees gender
24
4.3
Classification on the basis of employees qualification
26
4.4
Classification on the basis of employees Marital status
28
4.5
Classification on the basis of employees salary
30
4.6
Classification on the basis of employees working experience
32
4.7
Classification on the basis of employees opinion regarding stress with their job
34
4.8
Classification on the basis of employees opinion about stress based on work environment
36
4.9
Classification on the basis of employees opinion about stress based on family problems. Classification on the basis of employees opinion regarding stress based on heavy work load
38
4.11
Classification on the basis of employees opinion regarding stress based on financial problem
42
4.12
Classification on the basis of employees opinion regarding stress based on inconvenient working hours
44
4.13
Classification on the basis of employees opinion regarding stress based on their physiological problem
46
4.14
Classification on the basis of employees opinion regarding stress based on lack of team work
48
4.10
40
4.15
Classification on the basis of employees opinion regarding stress based on improper grievance handling
50
4.16
Classification on the basis of employees opinion regarding stress based on fewer incentives
52
4.17
Classification on the basis of employees opinion regarding stress based on controls and restriction
54
4.18
Classification on the basis of employees opinion regarding stress based on inadequate compensation
56
4.19
Classification on the basis of employees opinion regarding stress based on lack of facility
58
4.20
Classification of the respondents on the basis of their perception regarding the measures provided for stress management
60
4.21
Classification of the respondents opinion regarding is their using facility for reduce stress in their life
62
4.22
64
4.23
Classification of the respondents opinion regarding is their using facility for reduce stress in their life Correlation
4.24
Chi – square
68
66
LIST OF CHARTS
Table No 4.1
Particular
Page No
Classification based on employees age
23
4.2
Classification on the basis of employees gender
25
4.3
Classification on the basis of employees qualification
27
4.4
Classification on the basis of employees Marital status
29
4.5
Classification on the basis of employees salary
31
4.6
Classification on the basis of employees working experience
33
4.7
Classification on the basis of employees opinion regarding stress with their job
35
4.8
Classification on the basis of employees opinion about stress based on work environment
37
4.9
Classification on the basis of employees opinion about stress based on family problems. Classification on the basis of employees opinion regarding stress based on heavy work load
39
4.11
Classification on the basis of employees opinion regarding stress based on financial problem
43
4.12
Classification on the basis of employees opinion regarding stress based on inconvenient working hours
45
4.13
Classification on the basis of employees opinion regarding stress based on their physiological problem
47
4.14
Classification on the basis of employees opinion regarding stress based on lack of team work
49
4.10
41
4.15
Classification on the basis of employees opinion regarding stress based on improper grievance handling
51
4.16
Classification on the basis of employees opinion regarding stress based on fewer incentives
53
4.17
Classification on the basis of employees opinion regarding stress based on controls and restriction
55
4.18
Classification on the basis of employees opinion regarding stress based on inadequate compensation
57
4.19
Classification on the basis of employees opinion regarding stress based on lack of facility
59
4.20
Classification of the respondents on the basis of their perception regarding the measures provided for stress management
61
4.21
Classification of the respondents opinion regarding is their using facility for reduce stress in their life
63
4.22
Classification of the respondents opinion regarding is their using facility for reduce stress in their life
65
CHAPTER – I INTRODUCTION
1 INTRODUCTION 1.1 Stress Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint, or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important. This is a complicated definition. Let’s look at its components more closely. Abnormal is not necessarily bad in and of itself. While stress is typically discussed in a negative context, it also has a positive value. It is an opportunity when it offers potential gain. Potential Sources of Stress There are three categories of potential stressors. 1. Environmental 2. Organizational 3. Individual Environmental Factors Just as environmental uncertainty influences the design of an organization’s structure, it also influences emphasize levels among employees in that organization. Changes in the business cycle create economic uncertainties. When the economy is contracting, for example, people become increasingly anxious about their security. Political uncertainties don’t tend to create stress among North Americans as they do for employees in countries like Haiti or Iraq. The obvious reason is that the United States and Canada have stable political systems where change is typically implemented in
2 an orderly manner. Yet political threats and changes, even in countries like the United States and Canada, can be stress inducing. Technological uncertainty is a third type of environmental factor that can cause emphasize. Because new innovations can make an employee’s skills and experience obsolete in a very short period of time, computers, robotics, automation, and similar forms of technological innovation are a threat to many people and cause them stress. Organizational Factors There are no shortages of factors within the organisation that can cause stress. Pressures to avoid errors or complete tasks in a limited time period, work overload, a demanding and insensitive boss, and unpleasant co – workers are a few examples. We’ve categorized these factors around task, role, and interpersonal demands; organizational structure; organizational leadership; and the organization’s life stage. Individual factors The typical individual only works about 40 to 50 hours a week. The experiences and problems that people encounter in those other 120 – plus non-work hours each week can spill over to the job. Our final category, then, encompasses factors in the employee’s personal life. Primarily, these factors are family issues, personal economic problems, and inherent personality characteristics. Consequences of Stress Emphasize Shows itself in a number of ways. For instance, an individual who is experiencing a 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 general categories; physiological, psychological, and behavioral symptoms.
3 1. Physiological Symptoms Most of the early concern with stress was directed physiological symptoms. This was predominately due to the fact that specialists in the health and medical sciences researched the topic. This research led to the conclusion that stress could create changes in metabolism, increase heart and breathing rates, increase blood pressure, bring on headaches, and induce heart attacks. 2. Psychological Symptoms Stress can cause dissatisfaction. Job – related stress can cause job – related dissatisfaction. Job dissatisfaction, in fact, is “the simplest and most obvious psychological effect” of strain. But stress shows itself in other psychological states – for instance, tension, anxiety, irritability, boredom, and procrastination. 3. Behavioral Symptoms Behaviorally related strain symptoms include changes in productivity, absence, and turnover, as well as changes in eating habits, increased smoking or consumption of alcohol, rapid speech, fidgeting and sleep disorders. There has been a significant amount of research investigating the stress – performance relationship. Coping Strategies for Stress Generally speaking, how ever, there are two major approaches to dealing with job stress. Individual Coping Strategies Today, when self-help remedies, do-it-yourself approaches, weight-loss clinics and diets, health foods, and physical exercise are being given so much attention in the mass media and when people are actually taking responsibility, or know they should
4 Be taking responsibility, for their own wellness, individual coping strategies for dealing with stress make sense.; 1. Exercise Today, it is not whether you win or lose, but whether you get some good exercise that counts. People of all ages walking, jogging, swimming, riding bicycles, or playing softball, tennis or racquetball in order to get some exercise to combat stress. 2. Relaxation Whether a person simply takes it easy once in a while or uses specific relaxation techniques such as biofeedback or meditation, the intent is to eliminate the immediately stressful situation or manage a prolonged stressful situation more effectively. Taking it easy may mean curing up with a good book in front of a fireplace or watching something “light” on television. Meditation involves muscle and mental relaxation; the person slowly repeats a peaceful phrase or word or concentrates on a mental picture in a quiet location. 3. Behavioral Self-Control By deliberately managing the antecedents and the consequences of their own behavior, people can achieve self-control. Besides managing their own behavior to reduce stress, people can also become more aware of their limits and of “red flags” that signal trouble ahead. They can avoid people or situations that they know will put them under stress. In other words, this strategy involves individuals controlling the situation instead of letting the situation control them. 4. Cognitive Therapy Besides behavioural self-control techniques, a number of clinical psychologists have entered the stress field in recent years with cognitive therapy techniques. Techniques such as Ellis’s rational emotive model and Meichenbaum’s cognitive
5 Behavior modification have been successfully used to reduce test anxiety and have recently been used as a individual strategy for reducing job stress.;
5. Networking One clear finding that has come out of social psychology research over the year is that people need and will 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. Organizational Coping Strategies Organizational coping strategies are designed by management to eliminate or control organizational – level stressors in order to prevent or reduce job stress for individual employees. In addition to working on each specific organizational stressor identified in more generalized strategies might include the following: 1. Create a supportive organizational climate More large organizational today tend to be highly formalized bureaucratic structures with accompanying inflexible, impersonal climates. This can lead to considerable job stress. A coping strategy would be to make the structure more decentralized
and
organic,
with
participative
decision-making
and
upward
communication flows.. 2. Enrich the design of tasks Enriching jobs either by improving job content factors or by improving core job characteristics may lead to motivational states or experienced meaningfulness, responsibility, and knowledge of results. Presumably, these enriched tasks will eliminate the stressors found in more routine, structured jobs.
6 3. Reduce conflict and clarify organizational roles Role conflict and ambiguity was identified earlier as major individual stressors. It is up to management to reduce the conflict and clarify organizational roles so that this cause of stress can be eliminated or reduced. 4. Plan and develop career paths and provide counseling Traditionally, organizational have shown only passing interest in the career planning and development of their employees. Individuals are left to decide career moves and strategies on their own and, at most, get paternalistic advice once in a while from a supervisor.
7 1.2
COMPANY PROFILE
Allsec Technologies Ltd is a BPO with multiple delivery centers in India and Philippines, supporting a global clientele. The company offers Voice and Non-Voice services with world class Back Office acumen The Company is engaged in the business of providing IT enabled services for customers located in India and outside India. The services provided by the company include data verification, processing of orders received through telephone calls, telemarketing, monitoring quality of calls of other call centers, customer services and HR and payroll processing. The company provides services to the industries such as financial services, telecom, retail and health care, technology, automotive and gaming. They are having their delivery centers located at Chennai, Bengaluru, Mumbai, Delhi, Trichy, Hyderabad, Pune and Kolkata. The company now operates over 5000 seats pan India and 600 seats in Manila, Philippines. Their subsidiaries include Allsectech Inc., USA and Allsectech Manila Inc., Philippines. Allsec Technologies Ltd was incorporated on August 24, 1998 as a public limited company. In the year 2000, the company a delivery centres with the initial capacity of 100 seats at R. A. Puram, Chennai. In September 2000, they incorporated a wholly owned subsidiary company, namely Allsectech Inc in USA. In January 2001, they commenced commercial outsourcing operation at R A Puram facility. In February 2001, the company entered into outsourcing contract with Compucredit and from March 2001 onwards, they started operation for CompuCredit processes. In August 2001, the company setup TNPL Facility and from October 2001, they commenced processes in TNPL Facility. In the year 2002, the company expanded the R A Puram facility from 100 seats to 150 seats and commenced commercial operations. In April 2002, they set up a delivery centres with the capacity of 400 at Velachery, Chennai. In January 2003, the company received ISO 9001:2000 certification. In November 2003, they made a strategic alliance with CompuCredit. In December 2003, they started HR payroll processing for a global IT consulting company, India.
In March 2004, the company started first technical support process. In January 2005, they revised the strategic agreement with CompuCredit. In May 2005, the company completed an initial public offering of 3,141,200 equity shares of Rs 10 each at a price of Rs 135 per share and the equity shares of the company were listed on the National Stock Exchange and Bombay Stock Exchange with effect from May 9, 2005. In December 2005, the company acquired 100% equity shares in a Bangalore based BPO company, namely B2K Corporation. Thus, B2K Corp Pvt Ltd became a wholly owned subsidiary company. During the year 2006-07, the company obtained the renewal of the renowned BS7799 certification for their Information Security Management System. Also, they obtained the ISO 27001: 2005 certification. During the year 2007-08, as per the scheme of amalgamation, B2K Corp Pvt Ltd, a wholly owned subsidiary company was amalgamated with the company. They added a delivery centre in Trichy with the capacity of 200 seats. In January 2008, the company acquired Kingdom Builders Inc, a Company located at Philippines engaged in Website Development, Strategic Teleservices and Customer Care Quality Management and changed the name to Allsectech Manila Inc. The subsidiary company set up a delivery centre in Manila. During the year 2008-09, the company acquired the Indian Domestic Contact Management services division of i2i Telesource Pvt. Ltd. effective 31st July, 2008. This brought in a pan India presence in 8 cities which is particularly useful for the Indian Domestic business. Consequent to the acquisition, they established delivery centers at Delhi, Mumbai, Kolkata, Bengaluru, Kochi, Hyderabad and Jaipur. Also, they expanded their domestic delivery center at Bengaluru and Mumbai.
During the year 2009-10, the company added more capacity for their domestic market by adding capacity in Bengaluru, Chennai and Pune. The company also upgraded and expanded the facilities in Delhi, Mumbai and Hyderabad. This has resulted in an overall addition of 1500 seats and upgradation of 1200 seats. During the year, the company was certified for ISO 27001 (Information Security Management) and ISO 9001:2008. Also in addition to such overall process and security systems certifications, they also achieved SAS 70 Type II certification for their HR BPO services to realize higher levels of maturity and be consistent with business and market needs in HR outsourcing.
Their Business: Allsec is a global company with vast expertise in providing business process solutions across various industry verticals. Our solutions are testimony to the fact that we are a highly customer-centric, flexible and transparent service provider. Allsec believes in enhancing our client’s business experience by taking process responsibility, improving cost efficiencies, and adding value through continuous process improvements and quality assurances. Services offered: Banking, financial services, and insurance –– for acquisition, retention, and collection Collections –– for account payables & receivables Technical Support –– for sign–up & troubleshooting services Student Loan Consolidation Payroll processing & Claims Management
Quality Assurance – provides quality assurance of voice and email service across multiple business segments.
Vision: To make MMM Training Solutions a dynamic, vibrant, value based learning organization comprising of exceptionally skilled, motivated and committed professionals who facilitate seamless transformation of our participants to excellent performers. MMMTS is able to achieve its mission and vision because of the MMM Methodology and the MMM Trainers. Our site is very informative and contains significant amount of information about our organization and the programs that we run. We hope that you will reach out to us for your soft skills training and leadership development needs and allow the efficacy of the program to speak for our work. Mission: To provide Executive Coaching and Soft Skills Training of exceptional quality through facilitators who are constantly evolving to achieve their highest potential and are empowering others to do the same. This results not only in increased productivity but also in enhanced personal effectiveness.
Quality policy The Board has, on the recommendation of the Nomination & Remuneration Committee framed a policy for selection and appointment of Directors, Senior Management and their remuneration. The Company's policy on appointment and remuneration including criteria for determining qualifications, positive attributes, and independence are provided in the Corporate Governance Report forming part as an Annexure–A to this Report.
Human Resource Department Stress realizes that the continued success of any organization depends on a healthy human resources policy. BPO’s Human Resources policy focuses upon enthusing to the human resources to be innovative to keep ahead of competition. Company is nurturing a participative atmosphere for reducing the grievances of the employees and for nurturing peaceful working environment. Wage settlements are reached amicably with the trade unions in four years and harmonious industrial relation is being maintained. Career Development Allsec is committed towards enhancing the skills and competencies of our employees and grooming them as our future Leaders. We provide powerful career development opportunities and a supportive environment to foster Career Growth. To proactively manage this, every individual, Strengths and Gaps are identified at the nascent stage of their Career through an Assessment Centre that helps in drawing a career plan for both vertical and lateral growth. Boasting of a world-class work environment with an open and broad-minded work culture, Allsec provides a holistic compensation structure where – apart from a fixed salary – employees can look forward to a highly rewarding performance-based incentive plan. We build lasting relationships internally as well and all our employees stand testimony to that fact.
Training:
Orientation programs
In house programs like safety, fire prevention etc..,
General management programs like self development, Personality development etc..,
Based on competency of workmen analysis the competency development programs for workmen, staffs & executives.
Nomination to external programs with in India.
Nomination of executives to attend seminars / conferences mill visiting.
Training programs in other advanced countries to sharpen the knowledge on advance Technology development.
Awards: Award For Leadership Strategy • Teleperformance India Fun At Work Award •
Prodapt Solutions Private Limited
•
Hewlett Packard Global Soft Pvt Ltd
Award For Excellence In People & Communication •
Prodapt Solutions Private Limited
Social Change Award •
Five Splash InfoTech Pvt Ltd
•
Tata Consultancy Services
•
Hewlett Packard Global Soft Pvt Ltd (Certificate Of Merit)
BPO Organization Of The Year •
Tata Consultancy Services
Best Customer Experience Delivered by a Contact Center •
FIS Global Services
•
Hewlett Packard Global Soft Pvt Ltd (Certificate Of Merit)
Award for Operational Excellence & Quality
•
Hewlett Packard Global Soft Pvt Ltd
•
Tata Consultancy Services
Best IT Enablement in BPO •
Hewlett Packard Global Soft Pvt Ltd
Award For Excellence In Value Creation •
FIS Global Services
Use Of Technology for Operational Excellence Award •
FIS Global Services
•
eClerx Services LTD
Best Help Desk Service Award •
FIS Global Services
Award Excellence In Customer Service •
FIS Global Services
BPO Innovation Of The Year •
FIS Global Services (Certificate Of Merit)
Award For Excellence In Improvements & Innovation – Training •
FIS Global Services
Award For Excellence In Improvements & Innovation – Multi Channel •
FIS Global Services (Certificate Of Merit)
Award For Most Significant Contributor To The BPO Industry •
Serco Global Services
Best Employer Brand Of The Year •
Serco Global Services
Best HR Practices Award •
SPi Technologies India Pvt. Limited
Most Admired IT Company Of the Year (IT) •
Bristlecone India Limited (Certificate Of Merit)
Individual Award Categories Marketing Professional The Year (IT) •
Mr. Satya Upadhya – Regional Marketing Manager India – SanDisk Corporation
Excellence & Leadership in Outsourcing •
Chaman Baid, CEO/ Managing Director, ACN Infotech (India) Private Limited
•
Kumud Srinivasan, President, Intel India
•
Rajeev Sharma, Director, Osource India Pvt. Ltd.
•
Balaji Venketeshwar, Chief Executive Officer, Secure Matrix Global Pvt. Ltd
•
Jaideep Dilip Junnarkar, PRODUCT & ENGINEERING LEADER
•
Vinod Harith R, Co-founder & Director, CMO Axis
•
Ralf Ellspermann, CEO, Piton Global
•
Sandeep Soni, President & CEO, Hero BPO
•
Ninaad Mehta, Managing Director, Brindley Technologies
•
Mahadevan C, Vice President - HR BPO, AllSec Technologies
Youth Achiever Award In Information Technology •
Pramit Pratim Ghosh, Manager (Enterprise Marketing) Team EIS (Enterprise &
Instituitional Strategy), Tally Solutions Pvt. Ltd. 12
1.3 INTRODUCTION TO INDUSTRY Current environment is the business environment and the rapid growth of the BPO sector over the past few years has resulted in remarkable changes in the lives of its young workforce. The employment in the BPO sector has had a tremendous impact on the youngster‟s lives. Unlike other sectors, the BPO sectors provide opportunities for employment at a young age with higher income and quick promotions. Thus majority of the youngsters prefer to do a job in BPO. But surprisingly, they don‟t remain in the BPO sector for a long time. There are various reasons for this, which includes 35 % sleep disorder, 26 % eye-sight problem and 20 % digestive disorder, illness and increased stress level and many BPO employees have had to relocate to the outsourcing hubs and have to live independently. Strict deadlines and targets, repetitive tasks, such as attending telephonic calls more than 100 times a shift have resulted in increased stress and absenteeism. A number of employees are also experiencing physical and emotional problems such as depression, panic etc. Thus, with this increased stress levels, the employees cannot deliver their full-fledged work and also cannot cope up with the working environment. Therefore, stress is becoming inevitable now-a-days in BPO organizations and ultimately it is resulting in the physical, mental and emotional exhaustion of the employees and also reducing the individual accomplishment levels. This is due to the process attrition, in which highly committed and motivated individuals starts losing their spirit. In the 1990s India emerged as a major player in the field of software engineering, information technology services and Web-based services. Presently the Indian information technology industry employs a little more than half million people and
provides indirect employment to over a quarter of a million people (NASSCOM). In today‘s world, the degree of stress increased owing to urbanization, globalization that results into cut-throat competition. Stress is inescapable part of modern life, work place is becoming a volatile stress factory for most employees and it is rightly called as the Age of anxiety. Stress has becoming significantly with the result of dynamic social factors and changing needs of life styles. Stress is man‘s adaptive reaction to an outward situation which would lead to physical mental and behavioral changes. Brain cells create ideas, Stress may kills brain cells. The truth is that not all stresses are destructive in nature. Appropriate amount of stress can actually trigger your passion for work, tap your latent abilities and even ignite inspirations. Stress is the emotional and physical strain caused by our response to pressure from the outside world. Common stress reactions include tension, irritability, inability to concentrate, and a variety of physical symptoms that include headache and a fast heartbeat. Stress is a condition or feeling experienced when a person perceives that- demands exceed the personal and social resources the individual is able to mobilize. S= P>R i.e., stress occurs when the pressure is greater than the resources. Stress is our body's way of responding to any kind of demand. It can Journal of Information Technology and Economic Development 2(2), 30-48, October 2011 32 be caused by both good and bad experiences. When people feel stressed by something going on around them, their bodies react by releasing chemicals into the blood. These chemicals give people more energy and strength, which can be a good thing if their stress is caused by physical danger. But this can also be a bad thing, if their stress is in response to something emotional and there is no outlet for this extra energy and strength. What is stress? ―Stress is the body‘s nonspecific response to a demand placed on it.‖ Hans Selye
Stress as a condition or feeling experienced when a person perceives that ―demands exceed the personal and social resources the individual is able to mobilize.‖ Richard S. Lazarus ―Nervous tension that results from internal conflicts from a wide range of external situations‖ D‘ Souza The study throws light on the wide spread silent problem by name ‗Stress‘, which gave raise to acute dysfunctions and are called many diseases, increase divorce rates, and other harassments. If left uncared the extremity of stress may turn a person vulnerable and even lead to the suicide of the person. The work stress is found in all professions, the very affected are the IT professionals who are highly target driven, highly pressured on results, and are squeezed both physically and mentally to the maximum on their roles and loads. The stress is manifested in various ways and means, and the much prone sector is the IT sector, which has turned upside down only their working hours, but also their biological system, which affects at three different levels viz., individual, interpersonal and organizational level. It becomes the vital role of the management to take care of the employees health rather providing only the monetary benefits, which is not so in practice of the fullest. Business Process Outsourcing (BPO) services play a very important role in the economic life of the nation. The health of the economy is closely related to the soundness of its Management system. BPO services not only create new wealth, their activities are spread over to various sectors of service industry. In this way they become very effective partners in the process of economic development and generating employment in the service sector since the 1980’s, in both public sector companies and private foreigncontrolled companies as well. The increase has been most marked in metropolitan cities.
14 1.4 Objectives of the study:
To understand the employee’s stress level in the organization.
To know the factor that influences their job.
To understand what the employees feel about the stress in the job.
To find out the relationship if any, between stress and variables like age, income, work experience and number of dependents.
To identify the methods of reducing stress at the individual and organization lev
15 1.5 SCOPE OF STUDY
The study will help TNPL in knowing the opinion of employees regarding stress management practices prevailing in their company. The company can identify the expectations of employees regarding stress management practices and can design programs accordingly for reduce the stress of employees personal as well as organizational life
.
16 1.6 Limitation of the study
Some employees were hesitant to give true response.
Time factor is another limitation of the study.
The study based on employees’ attitude and opinions. And this attitude may change suddenly or slowly.
The company staffs are busy in their work, so the researcher was unable to meet all the employees.
CHAPTER – II REVIEW OF LITERATURE
17 CHAPTER - II REVIEW OF LITERATURE: “Job Stress is a condition arising from the interaction of people and their jobs and characterized by changes within people that force them to deviate from their normal functioning” Beehar and Newman “Stress is an adaptive response mediated by individual characterstics and / or psychological processes that is a consequence of any external action, situation or event that places special physical and/or psychological demands upon a person”
Stress is the general termapplied to the pressures people feel in life
Individual differences account for a wide range of reactions to stress a task viewed as challenging by one person may produce high levels of anxiety in another John W.Newstrom and Keith Davis “Stress is an adaptive response mediated by individual characteristics and / or
psychological processes, that is, a consequence of any external action situation or event that places special physical and / or psychological demands upon a person.” Ivancevich and Matteson ‘Stress is the excitement, feeling of anxiety, physical tension that occurs when the demands placed on an individual are thought to exceed his ability to cope. This most common view of stress is often called distress or negative stress. The physical or psychological demands from the environment that cause this condition are called stressors” Heiiriegel & Solcum
18 “Stress, an unpleasant state of emotional and physiological arousal that people experience in situations that they perceive as dangerous or threatening to their well-being” Encartra “Stress is the mental or physical condition that results from perceived threat of danger (physical or emotional) and the pressure to remove it.” Lesile & Lloyd
CHAPTER – III RESEARCH METHODOLOGY
19 CHAPTER - III RESEARCH METHODOLOGY Research methodology is the process of systematic investigation of any management problem is deals with research design, data collection method, sampling plan, statistical fads. PRIMARY DATA: The data collected for the first time by the investigator as original data are known as primary data. The primary data required for the study is collected through structural questionnaires and schedule interview and by having discussion with company executives questionnaire. SECONDARY DATA: Data that have been collected by someone else, the researcher utilize that existing data for his research this type of data collection method is called secondary data. Sources of secondary data through company records, books, and websites. SAMPLING TECHNIQUE: I have adopted convenience sampling technique in our survey. RESEARCH DESIGN: I have adopted descriptive research design for my project SAMPLING UNIT Permanent employees who all are working in TNPL office were chosen for the survey.
20 RESEARCH INSTRUMENT The research instrument in my project is questionnaire.
SAMPLE SIZE: In TNPL 1725 employees are working as a permanent employees, but for this study I have chosen only 75 employees. STATISTICAL TOOLS USED FOR ANALYSIS: Percentage Chi-square test Correlation PERCENTAGE: Percentage refers to a special kind percentage are used in making comparison between two variables of the elate percentage, area used to desirable relationship since, the percentage reduce every thing to a common base and there by meaning comparison to behaviour made. Percentage = (No. of. Respondents / Total No. of respondents) *100.
CHI-SQUARE TEST: The test is parametric test. The symbol is a Greek Letter chi (K). The describes the magnitude of the discrepancy between theory and observation it is defined as [(O-E)² / E]. O = refers to the observed frequency. E = refers to the expected frequency.
21 First the expected frequency is calculated using the equations. E = RT × CT / N RT = Row total for the containing the cell. CT = Column total for the column continuing the equations. N = Total no of observations. The difference between the observed and expected frequency is calculated and the value (O-E)² is obtained. The value [(O-E)² / E] is calculated and the value sigma gives the chi-square value and it range from zero to infinity. Then sigma value is compared with chi-square table value at the level of significance for testing the hypothesis. CORRELATION: The degree of relationship between the variables under consideration is through the correlation analysis. ∑xy r= √ (∑x2) (∑y2) The value of the co – efficient of correlation as obtained by the above formula shall always behavior between ± 1 then when r = +1, it means is perfect positive correlations between the variables when r = -1 it means there is no relationship between the two variable
CHAPTER – IV DATA ANALYSIS AND INTERPRETATION
22 CHAPTER - IV DATA ANALYSIS AND INTERPRETATION Table No: 4.1 Classification based on employees age Age level Below 25 25 – 30 30 – 35 35 – 40 Above 40 Total
No. of employees 7 8 17 21 22 75
Percentage (%) 9 10 23 28 30 100
Source: Primary data
Inference From the above table it can be inferred that 30% of the respondents belong to the age group of 40 years, 28% of the respondents belong to the age group of 35 – 40 years, and 23% of the respondents belong to the age group of 30 - 35 years, and 10% of the respondents belong to the age group of 25 – 30 and 9% of the respondents belongs to the age group of below 25 years.
23 Chart 4.1 Classification based on employees age
24 Table No:4. 2 Classification on the basis of employees gender Gender Male Female Total
No. of employees 55 20 75
Percentage (%) 73 27 100
Source: Primary data
Inference From the above table it can be inferred that 73% respondents are male, and 27% respondents are female.
25 Chart: 4.2 Classification on the basis of employees gender
26
Table No: 4. 3 Classification on the basis of employees qualification Qualification SSLC HSC Diploma UG PG Total
No. of employees 1 3 3 30 38 75
Percentage (%) 1.3 4 4 40 50.7 100
Source: Primary data
Inference From the above table it can be inferred 50.7% are finished their PG, and 40% are finished their UG, and 4% finished diploma and 4% finished HSC, and 1.3% finished SSLC .
27 Chart: 4.3 Classification on the basis of employees qualification
28 Table No: 4.4 Classification on the basis of employees Marital status
Marital status Married Unmarried Total Source: Primary data
No. of employees 52 23 75
Percentage (%) 69 31 100
Inference From the above table it can be inferred that 69% respondents are married, and 31% respondents are unmarried.
29 Chart: 4.4 Classification on the basis of employees Marital status
30 Table No:4. 5 Classification on the basis of employees salary Salary status Less than 5000
No. of employees 2
Percentage (%) 3
5000 – 10000 10000 – 15000 15000 – 20000 Above 20000 Total
8 16 21 28 75
11 21 28 37 100
Source: Primary data
Inference From the above table it can be inferred that 37% of the respondents are having the income above20000, and 28% respondents are having the income between 15000 – 20000, and 21% of the respondents are having the income between 10000 - 15000, and 11% of the respondents are having the income between 5000.- 10000 and 3% of the respondents are having income less than 5000.
31 Chart: 4.5 Classification on the basis of employees salary
32 Table No: 4.6 Classification on the basis of employees working experience
Working experience Less than 3 years 3 – 6 years 6 – 9 years 9 – 12 years Above 12 years Total
No. of employees 7 9 8 15 36 75
Percentage (%) 9 13 10 20 48 100
Source: Primary data
Inference From the above table it can be inferred that 48% of the respondents are having above 25 years of experience and 20% of the
respondents
experience, and 13%of the
are having below 3 – 6
respondents
are having 9 - 12 years of years of work
experience, and 10% of the respondents are having 6 – 9 years of experience, and 9% of the respondents are having less than 3 years of work experience.
33 Chart: 4.6 Classification on the basis of employees working experience
34 Table No: 4.7 Classification on the basis of employees opinion regarding stress with their job Employees Opinion Strongly Agree Agree
No. of employees 9 25
Percentage (%) 12 34
Neither Agree nor Disagree Disagree Strongly Disagree Total
18 13 10 75
24 17 13 100
Source: Primary data
Inference: From that above table it can be inferred 34% of the respondents are agree stress in their job and 24% of the respondents are neither agree nor disagree stress in their job and 17% of the respondents are disagree stress in their job and 13% of the respondents are strongly disagree stress in their job and 12% of the respondents are strongly agree stress in their job.
35 Chart: 4.7 Classification on the basis of employees opinion regarding stress with their job
36 Table No:4. 8 Classification on the basis of employees opinion about stress based on work environment Employees Opinion Strongly Agree Agree Neither Agree nor Disagree
No. of employees 4 24 27
Percentage (%) 6 32 36
Disagree Strongly Disagree Total
13 7 75
17 9 100
Source: Primary data
Inference: From that above table it can be inferred 36% of the respondents are neither agree nor disagree about stress based on work environment and 32% of the respondents are agree about stress based on work environment and 17% of the respondents are disagree about stress based on work environment and 9% of the respondents are strongly disagree about stress based on work environment and 6% of the respondents are strongly agree about stress based on work environment.
37 Chart: 4.8 Classification on the basis of employees opinion about stress based on work environment
38 Table No: 4.9 Classification on the basis of employees opinion about stress based on family problems.
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 12 24 15 17 7 75
Percentage (%) 16 33 20 22 9 100
Source: Primary data
Inference: From that above table it can be inferred 33% of the respondents are agree about stress based on family problem and 22% of the respondents are disagree about stress based on family problem and 20% of the respondents are neither agree nor disagree about stress based on family problem and 16% of the respondents are strongly agree about stress based on family problem and 9% of the respondents are strongly disagree about stress based on family problem.
39 Chart: 4.9 Classification on the basis of employees opinion about stress based on family problems.
40 Table No: 4. 10 Classification on the basis of employees opinion regarding stress based on heavy work load
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 11 26 18 13 7 75
Percentage (%) 15 35 24 17 9 100
Source: Primary data
Inference: From that above table it can be inferred 35% of the respondents are agree about stress based on heavy work load and 24% of the respondents are neither agree nor disagree about stress based on heavy work load and 17% of the respondents are disagree about stress based on heavy work load and 15% of the respondents are strongly agree about stress based on heavy work load and 9% of the respondents are strongly disagree about stress based on heavy work load.
41 Chart: 4.10 Classification on the basis of employees opinion regarding stress based on heavy work load
42 Table No: 4.11 Classification on the basis of employees opinion regarding stress based on financial problem
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 5 23 14 20 13 75
Percentage (%) 7 31 18 27 17 100
Source: Primary data
Inference: From that above table it can be inferred 31% of the respondents are agree about stress based on financial problem and 27% of the respondents are disagree about stress based on financial problem and 18% of the respondents are neither agree nor disagree about stress based on financial problem and 17% of the respondents are strongly disagree about stress based on financial problem and 7% of the respondents are strongly agree about stress based on financial problem.
43
Chart: 4.11 Classification on the basis of employees opinion regarding stress based on financial problem
44 Table No: 4.12 Classification on the basis of employees opinion regarding stress based on inconvenient working hours Employees Opinion Strongly Agree
No. of employees 5
Percentage (%) 7
Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
23 17 22 7 75
32 23 29 9 100
Source: Primary data
Inference: From that above table it can be inferred 32% of the respondents are agree about stress based on inconvenient working hours and 29% of the respondents are disagree about stress based on inconvenient working hours and 23% of the respondents are neither agree nor disagree about stress based on inconvenient working hours and 9% of the respondents are strongly disagree about stress based on inconvenient working hours and 7% of the respondents are strongly agree about stress based on inconvenient working hours.
45 Chart: 4.12 Classification on the basis of employees opinion regarding stress based on inconvenient working hours
46 Table No: 4.13 Classification on the basis of employees opinion regarding stress based on their physiological problem
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 6 19 25 17 8 75
Percentage (%) 8 25 33 22 12 100
Source: Primary data
Inference: From that above table it can be inferred 33% of the respondents are neither agree nor disagree about stress based on their physiological problem and 25% of the respondents are agree about stress based on their physiological problem and 22% of the respondents are disagree about stress based on their physiological problem and 12% of the respondents are strongly disagree about stress based on their physiological problem and 8% of the respondents are strongly agree about stress based on their physiological problem.
47 Chart:4.13 Classification on the basis of employees opinion regarding stress based on their physiological problem
48 Table No: 4.14 Classification on the basis of employees opinion regarding stress based on lack of team work Employees Opinion
No. of employees
Percentage (%)
Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
5 19 23 21 7 75
7 25 31 28 9 100
Source: Primary data
Inference: From that above table it can be inferred 31% of the respondents are neither agree nor disagree about stress based on lack of team work and 28% of the respondents are disagree about stress based on lack of team work and 25% of the respondents are agree about stress based on lack of team work and 9% of the respondents are strongly disagree about stress based on lack of team work and 7% of the respondents are strongly agree about stress based on lack of team work.
49 Chart: 4.14 Classification on the basis of employees opinion regarding stress based on lack of team work
50 Table No: 4.15 Classification on the basis of employees opinion regarding stress based on improper grievance handling
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 6 18 20 22 9 75
Percentage (%) 8 24 27 29 12 100
Source: Primary data
Inference: From that above table it can be inferred 29% of the respondents are disagree about stress based on improper grievance handling and 27% of the respondents are neither agree nor disagree about stress based on improper grievance handling and 24% of the respondents are agree about stress based on improper grievance handling and 12% of the respondents are strongly disagree about stress based on improper grievance handling and 8% of the respondents are strongly agree about stress based on improper grievance handling.
51 Chart: 4.15 Classification on the basis of employees opinion regarding stress based on improper grievance handling
52 Table No: 4.16 Classification on the basis of employees opinion regarding stress based on fewer incentives
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 9 20 21 18 7 75
Percentage (%) 12 27 28 24 9 100
Source: Primary data
Inference: From that above table it can be inferred 28% of the respondents are neither agree nor disagree about stress based on fewer incentives and 27% of the respondents are agree about stress based on fewer incentives and 24% of the respondents are disagree about stress based on fewer incentives and 12% of the respondents are strongly agree about stress based on fewer incentives and 9% of the respondents are strongly disagree about stress based on fewer incentives.
53 Chart: 4.16 Classification on the basis of employees opinion regarding stress based on fewer incentives
54 Table No: 4.17 Classification on the basis of employees opinion regarding stress based on controls and restriction
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 6 13 22 26 8 75
Percentage (%) 8 17 30 35 10 100
Source: Primary data
Inference: From that above table it can be inferred 35% of the respondents are disagree about stress based on control and restriction and 30% of the respondents are neither agree nor disagree about stress based on control and restriction and 17% of the respondents are agree about stress based on control and restriction and 10% of the respondents are strongly disagree about stress based on control and restriction and 8% of the respondents are strongly agree about stress based on control and restriction.
55 Chart: 4.17 Classification on the basis of employees opinion regarding stress based on controls and restriction
56 Table No: 4.18 Classification on the basis of employees opinion regarding stress based on inadequate compensation
Employees Opinion Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
No. of employees 7 14 25 19 10 75
Percentage (%) 9 19 33 25 13 100
Source: Primary data
Inference: From that above table it can be inferred 33% of the respondents are neither agree nor disagree about stress based on inadequate compensation and 25% of the respondents are disagree about stress based on inadequate compensation and 19% of the respondents are agree about stress based on inadequate compensation and 13% of the respondents are strongly disagree about stress based on inadequate compensation and 9% of the respondents are strongly agree about stress based on inadequate compensation.
57 Chart: 4.18 Classification on the basis of employees opinion regarding stress based on inadequate compensation
58 Table No: 4.19 Classification on the basis of employees opinion regarding stress based on lack of facility Employees Opinion
No. of employees
Percentage (%)
Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Total
7 25 19 19 5 75
9 33 25 25 8 100
Source: Primary data
Inference: From that above table it can be inferred 33% of the respondents are agree about stress based on lack of facility and 25% of the respondents are neither agree nor disagree about stress based on lack of facility and 25% of the respondents are disagree about stress based on lack of facility and 9% of the respondents are strongly agree about stress based on lack of facility and 8% of the respondents are strongly disagree about stress based on lack of facility.
59 Chart: 4.19 Classification on the basis of employees opinion regarding stress based on lack of facility
60 Table No: 4.20 Classification of the respondents on the basis of their perception regarding the measures provided for stress management Facilities: I)
Training programme on Yoga & Meditation
II)
Sports facilities
III)
Counseling
IV)
Exercise facilities
Facilities I & II I & III II & III III & IV All the above Total
No. of employees 29 10 8 5 23 75
Percentage (%) 39 13 10 7 31 100
Source: Primary data
Inference: From that table it can be inferred 39% of the respondents are attend the I & II programme and 31% of the respondents are attend all the facility for reduce the stress and 13% of the respondents are attend I & III programme for reduce the stress and 10% of the respondents are attend II & III facility for reduce the stress and 7% of the respondents are attend III & IV programme for reduce the stress.
61 Chart No: 4.20 Classification of the respondents on the basis of their perception regarding the measures provided for stress management
62 Table No: 4.21 Classification of the respondents opinion regarding is their using facility for reduce stress in their life
Facilities Yoga Meditation Physical exercise Counseling Others Total
No. of employees 18 34 17 3 3 75
Percentage (%) 24 45 23 4 4 100
Source: Primary data
Inference: From that above table it can be inferred 45% of the respondents are using meditation for reduce the stress and 24% of the respondents are using yoga for reduce the stress and 23% of the respondents are using physical exercise for reduce the stress 4% of the respondents are using counseling and other facility for reduce the stress in their life
63 Chart: 4.21 Classification of the respondents opinion regarding is their using facility for reduce stress in their life
64 Table No: 4.22 Classification of the respondents opinion regarding is their using facility for reduce stress in their life Facilities Highly satisfied Satisfied
No. of employees 20 29
Percentage (%) 27 39
No idea Dissatisfied Highly dissatisfied Total
16 7 3 75
21 9 4 100
Source: Primary data
Inference: From that table it can be inferred 39% of the respondents are satisfied about their using facility for reduce the stress and 27% of the respondents highly satisfied about their using facility for reduce the stress and 21% of the respondents says no idea about their using facility for reduce the stress and 9% of the respondents are says dissatisfied about their using facility for reduce the stress and 4% of the respondents says highly dissatisfied about their using facility for reduce the stress in their life.
65 Chart: 4.22 Classification of the respondents opinion regarding is their using facility for reduce stress in their life
66 Correlation The relationship between working experience (X) and heavy work load (Y) X
Y
X2
Y2
XY
7 9 8 15 36 75
11 26 18 13 7 75
49 81 64 225 1296 1715
121 676 324 169 49 1339
77 234 144 195 252 902
Formula: ∑xy r= √ (∑x2) (∑y2) 902 r= √ 1715 * 1339 902 r= √ 2296385 902 r= 1515.39 r = 0.59 Conclusion: This is positive correlation. So there is relationship between working experience and heavy work load
67 Correlation The relationship between heavy work load (X) and lack of facility (Y) X 11 26 18
Y 7 25 19
X2 121 676 324
Y2 49 625 361
XY 77 650 342
13 7 75
19 5 75
169 49 1339
361 25 1421
247 35 1351
Formula: ∑xy r= √ (∑x2) (∑y2) 1351 r= √ 1339 * 1421 1351 r= √ 1902719 1351 r= 1379.40 r = 0.97 Conclusion: This is a positive correlation. So there is a relationship between heavy work load and lack of facility
68 Chi – square test Relationship between gender and stress in their job Null hypothesis (H0): There is no relationship between gender and stress in their job. Alternative hypothesis (H1): There is a relationship between gender and stress in their job. Observed frequency:
Stress in job Strongly agree Agree Neither agree nor disagree Dis agree Strongly disagree Total
Gender Male 6 20 15 10 4 55 Expected frequency
Stress in job
Total
Female 3 5 3
9 25 18
3 6 20
13 10 75
Gender
Strongly agree Agree Neither agree nor
Male 6.6 18.3 13.2
Female 2.4 6.6 4.8
disagree Dis agree Strongly disagree Total
9.5 7.3 55
3.5 2.7 20
Total 9 25 18 13 10 75 69
Calculation: O 6 3 20 5 15 3 10 3 4 6
E 6.6 2.4 18.3 6.6 13.2 4.8 9.5 3.5 7.3 2.7
(O-E)2 0.36 0.36 2.89 2.56 3.24 3.24 0.25 0.25 10.89 10.89 Total
(O-E)2 /E 0.055 0.15 0.158 0.388 0.245 0.675 0.026 0.071 1.492 4.033 7.293
Degree of freedom = (r-1) (c-1) = (5-1) (2-1) =4*1 =4 Table value at 5% level of significant is 9.49 Inference: The table value is greater than the calculated value. So the null hypothesis is accepted. There is no significant relationship between gender and stress in their job.
CHAPTER – V
*FINDINGS * SUGGESTION *CONCLUTION
CHAPTER - V
70
5.1 FINDINGS 30% of the employees age level is above 40 years
73% of the employees are male
50.7% of the employees qualifications is post graduate
69% of the employees are married
37% of the employees getting monthly income is above 20000
48% of the employees working experience is above 12 years
34% of the employees are agree about stress with their job
36% of the employees are neither agree nor disagree about stress based on work environment
33% of the employees are agree about stress based on family problem
35% of the employees are agree about stress based on heavy work load
31% of the employees are agree about stress based on financial problem
32% of the employees are agree about stress based on inconvenient working hours
33% of the employees are neither agree nor disagree about stress based on their physiological problem
31% of the employees are neither agree nor disagree about stress based on lack of team work
29% of the employees are disagree about stress based on improper grievance handling
27% of the employees are agree about stress based on fewer incentives
35% of the employees are disagree about stress based on controls and restriction
33% of the employees are neither agree nor disagree about stress based on inadequate compensation
33% of the employees are agree about stress based on lack of facility
39% of the employees says the management provide yoga meditation and exercise facility for reduce the stress
45% of the employees are use meditation for reduce the stress in their life
39% of the employees are satisfied about their using facility for reduce the stress in their life 71
5.2 Suggestion: In this organization most of the employees opinion the work load is high, but the company provided all facility for reduce the stress in their personal as well as organizational life. So the company provide some free hours for reduce the stress to employee means they are very satisfied. Most of the employees are use yoga and meditation for reduce the stress in their life. So the organization provides continuously yoga and meditation facility at frequent interval means the stress level is completely reduced in the organization.
72
5.3 Conclusion:
Based on the research the researcher has identified what are all the factor to create stress in the working life.
The organization provide some facility to employee for reduce the stress in their life, but the employee wants some more hours for attend all training programme for reduce the stress in their personal as well as organizational life.
The organization provide some psychotic counseling means it is help full to all employee for how to reduce the stress in their life and how to handle the heavy work and which facility like yoga meditation etc.. mostly reduce the stress in their life.
APPENDIX
73 APPENDIX A STUDY ON EMPLOYEES STRESS MANAGEMENT AT TNPL PAPER MILL, KAGITHAPURAM, CHENNAI (DT) I) Personal Data: Name
: ……………………………………
Age
: a) below 25
Gender
: a) male
b) Female
Qualification
: a) SSLC
b) HSC
Marital status
: a) married b) unmarried
Designation
: ……………………………………..
Salary
: a) Less than 5000
b) 25 – 30 c) 30 – 35 d) 35 – 40 e) above 40
d) 15000 – 20000 Working experience
c) Diploma
b) 5000 – 10000
e) PG
c) 10000 – 15000
e) Above 20000
: a) Less than 3 years d) 9 – 12 years
d)UG
b) 3 – 6 years e) Above 12 years
c) 6 – 9 years
II) Please rate the following factors which influence your stress level in your organization N Area of concern Strongly Agree Neither agree Disagree o agree nor disagree 1
I feel stress in my Job
2
I feel that my work environment creates stress in my job I feel that my family problem creates stress in my job I feel that heavy work load creates stress in my job I feel that my financial problem creates stress in my work I feel that inconvenient working hours creates stress I feel physiological problem creates stress in work I feel that lack of team work in my work place creates stress I feel that improper grievance handling creates stress in my job I feel that I am getting fewer incentives for my work which creates stress I feel that too much control and restrictions in my work place which creates stress I feel that my inadequate compensation creates stress I feel that lack of facilities creates stress in my job
3 4 5 6 7 8 9 10 11 12 13
III) Stress Management: 1) What are the facilities provided by the company for stress management? i) Training programme on Yoga & Meditation
Strongly disagree
ii) Sports facilities iii) Counseling IV) Exercise facilities a) I & II
b) I & III
c) II & III
d) III & IV
e) All the above
2) Which one is you mostly prefer for reduce the stress in your personal as well as organizational life? a) Yoga
b) Meditation
c) Physical exercise
d) counseling
e) Others 3) How do you feel you use the method for reduce the stress? a) Highly satisfied
b) Satisfied
e) Highly dissatisfied
c) No idea
d) Dissatisfied
BIBLIOGRAPHY
75
BIBLIOGRAPHY 1. Organizational Behavior
-
Stepen P. Robbins
2. Organizational Behavior
-
Fred Luthans
3. Organizational Behaviour
-
L.M. Prasad
4. Research Methodology
-
C.R.Kothari
5. Statistical Methods
-
S.D.Gupta
6. TNPL hand book 7. www.google.com
Related Documents
Hr Stress Management
January 2021 2
Stress Management
February 2021 5
A Study Of Causes Of Stress And Stress Management
February 2021 0
Stress
February 2021 3
Hr
February 2021 3
Ncp Stress
January 2021 1More Documents from "Waqas Javed"
Hr Stress Management
January 2021 2
Pop-up Design And Paper Mechanics
February 2021 5
Superpave Fundamentals
January 2021 2
