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its full project
A STUDY ON STRESS MANGEMENT WITH REFERENCE TO TAYSEER CONSULTANTS PRIVATE LIMITED IN CHENNAI
A PROJECT REPORT Submitted by
MOHAMED AZEEM M
(REG. NO. 30310631031) Under the Guidance of Mr.S.CHARLES MATHEW, M.B.A. FACULTY OF MANAGEMENT STUDIES In partial fulfillment for the requirements For the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Anand Institute of Higher Technology Kazhipattur – 603103
ANNA UNIVERSITY CHENNAI-600025
JUNE 2012
ANAND INSTITUTE OF HIGHER TECHNOLOGY [Affiliated to ANNA UNIVERSITY] KAZHIPATTUR, CHENNAI – 603 103
BONAFIDE CERTIFICATE Certified that this project report title “A STUDY ON STRESS MANGEMENT WITH REFERENCE TO TAYSEER CONSULTANTS PRIVATE LIMITED” is the bonafide work of MOHAMED AZEEM M (Reg. No: 30310631031) who carried out research under my supervision. Certified for the that to the best of my knowledge the work reported here in does not form part of any other project report or dissertation on the bases of which a degree or award was conferred on an earlier occasion on this or any other candidate. Mr. S.CHARLES MATHEW, M.B.A. Prof.Dr.T.SIVAKUMAR, MBA,Ph.D
Internal Guide
Head of the Department
Submitted to project and Viva Examination held on__________
Internal Examiner
External Examiner
MOHAMED AZEEM M (30310631031) II MBA Anand Institute of Higher Technology Kazhipattur – 603103.
DECLARATION
I hereby declare that the project entitled “A STUDY ON STRESS MANGEMENT WITH REFERENCE TO TAYSEER CONSULTANTS PRIVATE LIMITED” in partial fulfillment of the requirements of Anna University for the award of the degree in Master of Business Administration is my original work and that it has not formed the basis for the award of any degree, associate ship, fellowship, diploma or any other similar title.
Signature of the candidate (MOHAMED AZEEM M)
ACKNOWLEDGEMENT
I would like to thank KALVIVALLAL Thiru T.KALASALINGAM, B.Com the Founder and Chairman of Anand Institute of Higher Technology, Chennai for allowing me to do this project. I express my deep gratitude to the principal, Prof. Dr. T.A.RAGHAVENDIRAN for giving me an opportunity to study the practical aspects of the corporate world. I would like to thank Prof. Dr. T.SIVA KUMAR, Head of the Department of Management studies in Anand Institute of Higher Technology, Chennai for giving me an opportunity to do this project in such a reputed company. I would like to thank my internal guide, Mr. S.CHARLES MATHEW, M.B.A. Lecturer of Management studies in Anand Institute of Higher Technology, Chennai for the effective guidance. I would like to thank Mr.BHURAI, HUMAN RESOURCE MANAGER OF TAYSEER CONSULTANTS PRIVATE LIMITED, for giving an opportunity to do well my project work during the period. I would like to thank all the staff members, Department of Management studies who supported and put their valuable suggestions and guidance in the successful completion of this research studies. Finally, I would like to record my thanks to each and everyone who have helped me to complete this project.
ABSTRACT
This project is undertaken to study the STRESS MANAGEMENT in TAYSEER CONSULTANTS PRIVATE LTD in chennai. The study has been conducted by adopting survey method among the employees in TAYSEER CONSULTANTS PRIVATE LTD, with the help of questionnarie. The sample size was 110 respondents from the company were chosen for the study. The research methodology consists of design, samplesize & sample technique. The project work is based on descriptive research. Simple random sampling is used for data collection. Precentage analysis, weighted average method, coefficient correlation method and chi-square are used to analysis the result which is collected through questionnarie. The study provides some findings were interrupted from the analysis of the collected data. The suggestion and recommandations were given by the researcher which may help the company to have an overview of the employees stress.
TABLE OF CONTENTS
CHAPTER BONAFIDE COMPANY CERTIFICATE DECLARATION ACKNOWLEDGEMENT ABSTRACT LIST OF TABLES LIST OF CHARTS 1 INTRODUCTION 1.1 INTRODUCTION 1.2 INDUSTRY PROFILE 1.3 COMPANY PROFILE 1.4 NEED FOR THE STUDY 1.5 OBJECTIVES OF STUDY 1.6 SCOPE OF THE STUDY 1.7 LIMITATIONS OF THE STUDY 2 LITERATURE SURVEY 2.1 REVIEW OF LITERATURE 3 RESEARCH METHODOLOGY 3.1 RESEARCH 3.2 RESEARCH DESIGN 3.3 SAMPLING METHOD 3.4 DATA COLLECTION METHODS 3.5 TOOLS FOR ANALYSIS 4 DATA ANALYSIS AND INTERPRETATION 4.1. PERCENTAGE ANALYSIS 30 25 25 26 27 28 16 1 5 10 12 13 14 15 CONTENT PAGE NO. I II III IV V VIII X
4.2 WEIGHTED AVERAGE 4.3 CHI SQUARE 4.4 CORRELATION 5 FINDINGS SUGGESTIONS AND CONCLUSION 5.1 FINDINGS 5.2 SUGGESTIONS 5.3 CONCLUSION APPENDIX QUESTIONNAIRE BIBLIOGRAPHY
51 53 56
58 60 61
LIST OF TABLES
S.NO 4.1.1 A 4.1.2 A 4.1.3 A 4.1.4 A 4.1.5 A 4.1.6 A 4.1.7 A 4.1.8. A 4.1.9 A 4.1.10 A 4.1.11 A 4.1.12 A 4.1.13 A 4.1.14. A 4.1.15 A 4.1.16 A 4.1.17 A 4.1.18 A 4.1.19 A 4.1.20 A 4.1.21 A 4.2.1 4.2.2 4.3.1 4.4.1
TITLE OF TABLES
Table shows the age of the respondents Table shows marital status of the respondents Table shows education qualification of the respondents Table shows the income level of the respondents Table shows the experience of the respondents Table shows the employees treated in the organization Table shows employee participation in decision making Table shows employee feeling of under-graded by superior Table shows superior supporting at work Table shows the pressure need for the respondent to success in work Table shows feeling of frustrated in work Table shows respondents feeling for working more hours Table shows overtime required for completing target Table shows personal problems impact in work Table shows the negative thinking in job Table shows work life and personal life balanced by the respondents Table shows personal problem influence in job performance Table shows relationship among the colleagues Table shows felling of the respondents regarding respect with other workers Table shows co-workers imitating in organization Table shows receiving recognition for doing work Weighted average for employee participation in decision making Weighted average for respondents receiving recognition for their work Chi-square test for the experience in the organization and participation on decision making encourage by management Correlation analysis for the superiors supporting level and receiving recognition from superior for the performance
PAGE.NO
30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53
56
LIST OF CHARTS
S.NO 4.1.1 B 4.1.2 B 4.1.3 B 4.1.4 B 4.1.5 B 4.1.6 B 4.1.7 B 4.1.8. B 4.1.9 B 4.1.10 B 4.1.11 B 4.1.12 B 4.1.13 B 4.1.14. B 4.1.15 B 4.1.16 B 4.1.17 B 4.1.18 B 4.1.19 B 4.1.20 B 4.1.21 B
TITLE OF CHARTS
Chart shows the age of the respondents Chart shows marital status of the respondents Chart shows education qualification of the respondents Chart shows the income level of the respondents Chart shows the experience of the respondents Chart shows the employees treated in the organization Chart shows employee participation in decision making Chart shows employee feeling of under-graded by superior Chart shows superior supporting at work Chart shows the pressure need for the respondent to success in work Chart shows feeling of frustrated in work Chart shows respondents feeling for working more hours Chart shows overtime required for completing target Chart shows personal problems impact in work Chart shows the negative thinking in job Chart shows work life and personal life balanced by the respondents Chart shows personal problem influence in job performance Chart shows relationship among the colleagues Chart shows felling of the respondents regarding respect with other workers Chart shows co-workers imitating in organization Chart shows receiving recognition for doing work
PAGE.NO
30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
CHAPTER 1 1.1 STRESS MANAGEMENT 1.1.1 INTRODUCTION TO STRESS
A lot of research has been conducted into stress over the last hundred years. Some of the theories behind it are now settled and accepted; others are still being researched and debated. During this time, there seems to have been something approaching open warfare between competing theories and definitions: Views have been passionately held and aggressively defended. What complicates this is that intuitively we all feel that we know what stress is, as it is something we have all experienced. A definition should therefore be obvious…except that it is not. Stress is the reaction people have to express pressure or other type of demand placed upon them. It arises when they worry that they can?t cope.
1.1.2 DEFINITION
Hans Selye was one of the founding fathers of stress research. His view in 1956 was that “stress is not necessarily something bad – it all depends on how you take it. The stress of exhilarating, creative successful work is beneficial, while that of failure, humiliation or infection is detrimental.” Selye believed that the biochemical effects of stress would be experienced irrespective of whether the situation was positive or negative. Since then, a great deal of further research has been conducted, and ideas have moved on. Stress is now viewed as a "bad thing", with a range of harmful biochemical and long-term effects. These effects have rarely been observed in positive situations.
The most commonly accepted definition of stress (mainly attributed to Richard S Lazarus) is that 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.” In short, it's what we feel when we think we've lost control of events.
WHAT IS STRESS?
Stress refers to the strain from the conflict between our external environment and us, leading to emotional and physical pressure. In our fast paced world, it is impossible to live without stress, whether you are a student or a working adult. There is both positive and negative stress, depending on each individual?s unique perception of the tension between the two forces. Not all stress is bad. For example, positive stress, also known as eustress, can help an individual to function at optimal effectiveness and efficiency. Hence, it is evident that some form of positive stress can add more color and vibrancy to our lives. The presence of a deadline, for example, can push us to make the most of our time and produce greater efficiency. It is important to keep this in mind, as stress management refers to using stress to our advantage, and not on eradicating the presence of stress in our lives. On the other hand, negative stress can result in mental and physical strain. The individual will experience symptoms such as tensions, headaches, irritability and in extreme cases, heart palpitations. Hence, whilst some stress may be seen as a motivating force, it is important to manage stress levels so that it does not have an adverse impact on your health and relationships. Part of managing your stress levels include learning about how stress can affect you emotionally and physically, as well as how to identify if you are performing at your optimal stress level (OSL) or if you are experiencing negative stress. This knowledge will help you to identify when you need to take a break, or perhaps seek professional help. It is also your first step towards developing techniques to managing your stress levels.
Modern day stresses can take the form of monetary needs, or emotional frictions. Competition at work and an increased workload can also cause greater levels of stress. How do you identify if you are suffering from excessive stress? Psychological symptoms commonly experienced include insomnia, headaches and an inability to focus. Physical symptoms take the form of heart palpitations, breathlessness, excessive sweating and stomachaches. What causes stress? There are many different causes of stress, and that which causes stress is also known as a stressor. Common lifestyle stressors include performance, threat, and bereavement stressors, to name a few. Performance stressors are triggered when an individual is placed in a situation where he feels a need to excel. This could be during performance appraisals, lunch with the boss, or giving a speech. Threat stressors are usually when the current situation poses a dangerous threat, such as an economic downturn, or from an accident. Lastly, bereavement stressors occur when there is a sense of loss such as the death of a loved one, or a prized possession. Thus, there are various stressors, and even more varied methods and techniques of dealing with stress and turning it to our advantages. In order to do so, we must learn to tell when we have crossed the line from positive to negative stress.
COPING WITH STRESS AT WORK PLACE
Stress refers to the pressure and reactions to our environment which results in psychological and physical reactions. Whilst some stress is good for motivation and increasing efficiency, too much stress can result in negative impacts such as reduced effectiveness and efficiency. More and more people are feeling isolated and disrespected at work, and this has led to greater occupational stress. Many companies have taken to consulting experts and professionals on ways to increase connectedness and motivation of their employees. Some companies organize parties and make their employees feel valued at work. These are measures to motivate employees and help them to feel secure at their jobs, translating into greater productivity. However, not all companies have such measures in place, and some have
not gotten it quite right. Hence, it is up to you to make sure that you can cope with stress at your workplace, and use it to help you work better. Here are 3 simple steps to help you with coping with stress in the workplace. Step 1: Raising Awareness Help yourself to identify when you are facing rising levels of stress, tipping the scales from positive to negative. This is important, as being able to identify signs of being stressed can help you to take steps to ensure that your overall quality of life does not drop. If left unacknowledged, the problem will only snowball, leading to disastrous consequences to your health and overall wellbeing. You can identify if you are feeling stressed by checking if you have any physical or psychological reactions, such as excessive sweating or heart palpitations, or the onset of headaches, irritability or the need to escape. If you experience any of these reactions, identify if you are feeling any overwhelming negative emotions, and if you are constantly worried.
Step 2: Identify the Cause You need to be able to analyze the situation and identify what is causing the rise in stress. These stressors can be external and internal. External stressors refer to things beyond your control, such as the environment or your colleagues at work. Internal stressors refer to your own thinking and attitude. Often, we only start reacting to stress when a combination of stressors working together exceeds our ability to cope. Keep a diary or a list of events that have caused you to feel strong negative emotions, or that are likely stressors. This will help you to identify the causes of your stress. Whilst it is not always possible to eradicate them, we can change the way that we cope with it.
Step 3: Coping with Stress In order to deal with the situation that is causing you stress, you need to calm your mind and body so as to stave off the reactions and cope with it in a positive way. This can be through different methods, such as taking time off. If a situation is triggering your stress and you are unable to calm down, remove yourself from it. Go outside and take a walk to calm down. Alternatively, you can try implementing relaxation techniques such as deep breathing. If it is an internal stressor, stop your thought process until you are able to deal with it logically. The key to making these 3 steps work for you is to practice them. These are not instantaneous solutions, and you need to condition your mind and practice them so that you can implement it when you are feeling stressed.
WORKPLACE STRESS
Workplace stress is the harmful physical and emotional response that occurs when there is a poor match between job demands and the capabilities, resources, or needs of the worker. Stress-related disorders encompass a broad array of conditions, including psychological disorders (e.g., depression, anxiety, post-traumatic stress disorder) and other types of emotional strain (e.g., dissatisfaction, fatigue, tension, etc.), maladaptive behaviors (e.g., aggression, substance abuse), and cognitive impairment (e.g., concentration and memory problems). In turn, these conditions may lead to poor work performance or even injury. Job stress is also associated with various biological reactions that may lead ultimately to compromised health, such as cardiovascular disease. Stress is a prevalent and costly problem in today's workplace. About one-third of workers report high levels of stress. One-quarter of employees view their jobs as the number one stressor in their lives. Three-quarters of employees believe the worker has more on-the-job stress than a generation ago. Evidence also suggests that stress is the major cause of turnover in organizations.
PREVENTION
A combination of organizational change and stress management is often the most useful approach for preventing stress at work. How to Change the Organization to Prevent Job Stress
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Ensure that the workload is in line with workers' capabilities and resources. Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills.
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Clearly define workers' roles and responsibilities. Give workers opportunities to participate in decisions and actions affecting their jobs. Improve communications-reduce uncertainty about career development and future employment prospects.
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Provide opportunities for social interaction among workers. Establish work schedules that are compatible with demands and responsibilities outside the job.
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Discrimination inside the workplace. (e.g. nationality and language )
1.2 INDUSTRY PROFILE INDIAN RECRUITMENT INDUSTRY
Placement industry in India is becoming very large with the increase in the demand as well as easy availability of professional and trained manpower. Moreover numbers of jobs, candidates and companies have become so large that need for job consultants, who act as a mediator between candidate & employers, have felt badly. This has given a way to increase in the number of placement consultant agencies in India. Indian recruitment companies can be divided into 5 types
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Recruitment Consulting (Permanent) Staffing companies(Contract) Executive search firms Software companies also sending employees on contract Recruitment process outsourcing (RPO) companies
Recruitment Consulting If you search in any metro city in India you find thousands of small consultancies who work on lateral reqs. In most of the cases they operate in small offices with employee strength of 5-15. Such consultancies are generally dependent on some specific big MNCs, who don?t care where the resumes are coming from. Whoever closes the position gets the commission. Now the sources of resumes are same for all ie: Job boards and service is also similar- which increases the competition further. And due to too much of competition consultancies agree to work for very less commission- in some cases 4-5 % also. As they are playing in very less margin, they can't hire good recruiters and neither can they afford to pay recruiters well. Recruiters don?t get proper training, which affects performance and their service to candidates. No surprises that many candidates complain of bad service from consultants.
Apart from these there are few 100+ strength professionally managed recruitment firms, who maintain quality in terms of service to clients and candidates and create a brand for themselves. Even they manage to get premium commission due to their service.
Staffing Companies Staffing companies basically keep people in their payroll and let them work with client for specific contract. Here the company charges some specific amount every month for the candidate from the client. Due to volatile market scenario especially after recession Indian companies are getting more and more eager to hire people in contract through some third party vendors. This is helping in booming of such contract staffing companies. Salary standards for recruiters are not very great here also. But this trend is going to pick strongly in future because it suits to market situations. Contract staffing is very popular in manufacturing and services sector.
Executive Search Firms Again in India executive search firms have generally strength of 5-15 people. But in this case they hire for very high level candidates ie: CEO, Marketing head etc, so revenue is quite premium. Basically experienced people from diverse sectors join executive search firms and use their network to close positions. Their compensation is best when compared to recruiters in other types of recruitment companies. Software companies also sending employees in contract In Bangalore especially you will find many companies where they have their software division where they work on client projects, At the same time they send employees to client place as contract employee. There are many small and big companies in this field.
RPO companies There are not many companies in India which works exclusively on RPOs. Mostly big consultancies take it up as another practice only. RPO is also another sector which is picking up fast in India.
Key Players in Placement Industry Hewitt Associates Towers Perrin Watson Wyatt Recruitment Firms in India Larger companies are also outsourcing HR tasks, but they more typically go with specialty firms. The most commonly outsourced function is employee assistance, and outplacement services. ABC International Placement Services BRAINSTORM International Manpower Resources Pvt. Ltd. Times International Inc Cindy Placements & consultancy Smart Serve H.R. Consultant M.K.CONSULTANT PLACEMENTS M-Power HR Solution Esource Global HR Suven Consultants Sibson Mercer Human Resources Consulting AON Consulting
International Recruitment Agencies
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Align Recruitment Antal International Pearls Agency International Recruitment
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Alda Professional Placement Services Assignment America CMS-Comprehensive Medical Staffing
1.3 COMPANY PROFILE
Founded in 1986 in New Delhi, India, "TAYSEER CONSULTANTS PRIVATE LIMITED" is one of India's reputed & professionally organized recruitment & placement agencies. It stands taller than the rest. For any organization to produce best results, selection of the right candidate is essential. Years of successful experience in the field of Human Resources Planning & Development hasn't diminished Tayseer's quest to go after new challenges. We indeed are your right connection when it comes to manpower.
OWNERSHIP & CAPITAL
Year of Establishment 1986
Legal Status of Firm
Private Ltd. Co. Registered under Indian Companies Act 1956
Proprietor Name
Mr. Nasir Hassan Arvi
OUR SERVICES
? ? ? ? On receipt of your complete CVs, we register your name for the MOH (Ministry Of Health) interviews. We intimate the arrival of delegation and' send interview letters to you regarding the date & venue of interviews well in advance. We process your file after selection and intimate you about the outcome of the interview and keep your file for the placement order with the Ministry. Every selection done in the interview is valid till next interview, and at times it is valid even beyond that.
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We will arrange your Medical after getting the placement in Chennai or New Delhi convenient to you, process your papers for Visa stamping and deployment. We assist you for the attestation of all your Degree and Experience Certificates. We will co-ordinate with Medical Attache Office for fixing your salary at the maximum level. We process stamping of Visa and Ticketing. Departures will be organized from NEW DELHI, CHENNAI, COCHIN etc.
INDUSTRIES WE SERVE
For many years, we have been offering our service in diverse areas including Engineering, Petro Chemical, and Information Technology & Catering. Our wings of service & expertise cover semi-skilled job seekers too.
OUR PRESENCE
Our presence is not confined to India as we have an associate office in Sri Lanka and liasion offices in major cities like Riyadh, Kuwait, Dubai, Singapore & Kuala Lumpur.
QUALITY
Meeting Modernisation Tayseer is committed to delivering quality service. To that end, our plush office is well-equipped (backed by the latest in communication and information technology) to satisfy both client's needs as well as prospective employee's comfort (while interacting with us).
1.4. NEED OF THE STUDY
The study on stress helps the company to study employee?s attitude and satisfaction towards their job The Company can find possible ways to increase the efficiency of the dissatisfied employees by providing remedial measures to come out of stress Analysis of the data would give us valuable insights upon which further course of action could be based formulated and implemented .The various valuable developing the right activities in the right direction.
1.5 OBJECTIVE OF THE STUDY
PRIMARY OBJECTIVES ? To study the stress management of the employees at TAYSEER CONSULTANTS PRIVATE LIMITED SECONDARY OBJECTIVES ? ? ? ? To study the superior and subordinate relationship in the TAYSEER CONSULTANTS PRIVATE LIMITED To analyze the time pressure and work target in the TAYSEER CONSULTANTS PRIVATE LIMITED To analysis the influence levels of personal problems in employees work. To study the interpersonal relationship among the employees
1.6. SCOPE OF THE STUDY
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The study is restricted to the employees of the TAYSEER CONSULTANTS PRIVATE LIMITED. The respondents are chosen from various age groups and age groups and between the genders. To identify the stress among the employees and its impact on their job performance To determine the relationship between different important stressors that prevails among the employees
1.7 LIMITATION OF THE Study
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Some of the respondents are unwilling to respond the questionnaire because of their work. Some of the answers given by the respondents may be biased. There may be a loss of accurate information?s due to the sample size is restricted to 110
CHAPTER 2 REVIEW OF LITERATURE
Stress management can be as interventions designed to reduce the impact of stressors in the workplace. These can have an individual focus, aimed at increasing an individual?s ability to cope with stressors. The goal of Stress Management is to help you to manage the stress of everyday life. Many different methods may be employed, such as biofeedback, meditation and massage. Counselors work with individuals in order to determine what stress management program will work best for that person.
SOURCES OF STRESS AT WORK
Cooper and Marshall have identified six sources of stress for managers at work: (1) Factors intrinsic to the job; (2) role in the organization; (3) relationships at work; (4) career development; (5) organizational structure and climate; and (6) extra-organizational sources. These sources of stress are Factors Intrinsic to the job: There are many factors intrinsic to the job which cause stress. In general, these factors include too much or too little work, time-bound pressures and deadlines, having too many decisions to make, fatigue from physical strains of the work environment, excessive travel, long hours, need to cope with change and consequences of making mistakes. Among the job factors causing stress, working conditions, and qualitative and quantitative overload have received much attention of researchers. Role in the Organization: The sources of stress in organizational role include role ambiguity, role conflict, responsibility towards people and things, and other stressors. Role ambiguity involves lack of clarity about the work objectives, expectations of colleagues related to scope and responsibilities of the job. Role conflict arises where the individual is exposed to conflicting job demands or is required to do things which he does not want to do. Responsibility towards people
is more stress generating than responsibility towards things. (i.e. equipment, budget, etc,). Other role stressors include lack of participation in decision-making, lack of managerial support and need for maintaining standards performance. Relationship at Work: The nature of relationships with one?s boss, subordinates and colleagues also forms a major source of stress. Poor relations involve low trust, low supportiveness and low interest in listening to and dealing with organizational problems. Members feel more stress if the boss is low on „consideration?. „Things-oriented? managers cause more stress to subordinates than „people-oriented? managers. Stress is generated not only by the pressure of relationships but also by a lack of adequate social support from colleagues in difficult situation.
CONSEQUENCE OF STRESS
PHYSICAL PROBLEMS ? ? ? ? ? ? ? ? ? ? ? ? Headache. Hyper – tension. Lack of appetite. Sleeplessness. Indigestion.
PSYCHOLOGICAL PROBLEMS Frustration. Emotional instability. Nervousness and tension. Anxiety. Irritable mood. Chronic worry. Depression.
BEHAVIOURAL CHANGES ? ? ? ? Excessive smoking. Abuse of alcohol or drugs Late coming. Absenteeism.
PROBLEM FACED BY THE ENTERPRISE: ? ? ? ? ? ? ? ? ? Low productivity. Low quality output. Loss of man-hours. Excessive complaints and grievances. High rate of absenteeism. High rate of labour turnover. Increase in industrial accidents. Increase in conflicts. Strained inter-personal relationships.
MANAGING BEHAVIOR TO COMBAT STRESS
In the modern corporate world, heavy workload accompanied by impossible deadline, pressurize people to achieve more and more within a short span of time. Consequently, they are always on the run and tend to suffer from burnout. In order to manage stress, people can change their behavioral pattern so that they are not negatively affected by stress. Individuals can use a few simples steps to change their behavior so that they can manage stress effectively. These are described below:
Making time for leisure: Many people consider leisure time to be a reward for having completed their tasks. On the contrary, leisure time is a necessity, because it helps in reducing stress and facing tasks with renewed vigor. People can take up a number of activities to fill their leisure time. They may go for a walk, listen to music, play games, of simply relax. These activities make a person feel rejuvenated. Scheduling priorities: It is not humanly possible to do everything. When a person commits himself of herself to a number of activities, he or she tends to be harried, nervous and is not able to give his best for that particular activity. Therefore, people should work out their priorities and concentrate on doing those tasks that are very important for their performance.
Delegating tasks to others: Certain low-priority tasks can be delegated to other people. This reduces the stress levels of employees and ensures that they are focusing on the tasks that are important. Focusing on one thing at a time: People sometimes tend to combine various activities. They try to carry on a conversation on the phone, while typing a mail or checking a report. This may give them a sense of satisfaction as they feel that they are making optimal use of their time. However, in the long run, people feel worn out, fatigued, and overworked. Therefore, focusing on one thing at a time is more productive and helps a person stay stress-free. Understanding one?s body rhythms: Every person has a prime time during the day, when his energy levels are at a peak. During such peak periods, an individual should carry out those activities which are demanding and challenging. The more mundane activities should be scheduled for those times when a person?s energy levels are the lowest. Turning down requests occasionally: A person may also feel unduly stressed because he is overburdened with activities and commitments. At times, it therefore becomes necessary for a person to refuse to undertake certain activities, which will add to his already heavy workload.
Identifying the source of stress: People should be able to identify the source of stress so that they can deal with it effectively. For instance, they may be asked by their superiors to do many things simultaneously. Instead of panicking thy can ask their superiors which of the tasks needs to be completed fist and then tackle them accordingly. Thus, when people are able to pinpoint the causes of worry and tension, they are in a better position to deal with them effectively.
INNOVATIVE MEASURES TO REDUCE STRESS AND IMPROVE PRODUCTIVITY
Long hours of work, hectic schedules, and constant pressure to meet deadlines sometimes make the employees feel stressed out. It stress levels become too high, the productivity of the employees may decrease and consequently, the performance of the organization may also get affected. Therefore, the management must provide opportunities for employees to enjoy their work so that they don?t get burned out. Various companies have adopted different practices aimed at improving the morale of employees and making them more productive.
For instance Max New York Life has created a vibrant workplace for its employees, which motivates them to come to work every day. The company has adopted various unique initiatives to show its concern for its employees. For example, when the company started its operations in India, many of the employees were under tremendous work pressure. To show that the company was genuinely concerned about the health and well-being of its employees, each employee was give a salad basket every day. The company encouraged its employees to showcase their creativity by decorating their workstation. In fact, prizes were announced for the most artistically done workstations. The company also designed its cafeteria in a unique manner to ensure that employees could relax and take a break from their routine activities. The cafeteria was equipped with a television, table-tennis and carom boards. Employees could use these facilities at any time of the day. On Friday evenings, the cafeteria was turned into a dance floor for the employees and their families.
The company also has a Life Fun and Youth Club, called Lyfun, shich organizes various programs such as quizzes, picnic, movie shows, etc. for the employees. These programs use informal techniques to keep the employees in touch with the latest trends in their relevant fields. The company is also planning to introduce some stress management sessions so that the employees can cope with the pressures of demanding jobs. All the above initiatives make the employees feel less pressurized and help them let off steam, thereby making them more productive and effective.
Occupational stress management: A review and appraisal lawrence r. Murphy, Article published: 17 AUG 2011 Published and unpublished studies evaluating the merits of occupational stress management are reviewed. Worksite stress management studies are compared along dimensions of type of work group, programme orientation and format, stress management methods, non-specific effects, and long-term maintenance of skills and benefits. Although studies differ widely on these dimensions and too few studies have been conducted to state unequivocally general conclusions, worksite stress management programmes appear to offer promise for helping workers cope with stress and exert greater control over physiological and psychological systems which are reactive to stressors. Troublesome issues in this young research area are noted and future research needs are enumerated. Finally, the advantages and potential disadvantages of worksite stress management programmes are described.
Occupational stress management programmes H. van der Hek and H. N. Plomp, article published: December 16, 1996. There are many occupational stress management programmes available which are designed to prevent and cure the negative aspects of job-stress. The focus of the programmes can be directed towards the individual worker, the working group, the organization of the work or the organization as a whole. Moreover, programmes show a considerable variation with respect to the type of interventions they promote and their underlying assumptions, as well as their duration and costs. In this paper, effect studies of occupational stress programmes published between 1987 and 1994 are reviewed. The aim is to give a practical overview of the variety in occupational stress programmes, their scope, applicability and the evidence of their effectiveness. The paper updates the review by DeFrank and Cooper published in 1989.
Journal of Managerial Psychology Sheena Johnson, Cary Cooper, Sue Cartwright, Ian Donald, Paul Taylor, Clare Millet, "The experience of work-related stress across occupations", Vol. 20 Iss: 2, pp.178 – 187 Purpose – To compare the experience of occupational stress across a large and diverse set of occupations. Three stress related variables (psychological well-being, physical health and job satisfaction) are discussed and comparisons are made between 26 different occupations on each of these measures. The relationship between physical and psychological stress and job satisfaction at an occupational level is also explored. Design/methodology/approach – The measurement tool used is a short stress evaluation tool which provides information on a number of work related stressors and stress outcomes. Out of the full ASSET database 26 occupations were selected for inclusion in this paper. Findings – Six occupations are reporting worse than average scores on each of the factors – physical health, psychological well-being and job satisfaction (ambulance workers, teachers, social services, customer services – call centres, prison officers and police). Differences across
and within occupational groups, for example, teaching and policing, are detailed. The high emotional labour associated with the high stress jobs is discussed as a potential causal factor. Research limitations/implications – This is not an exhaustive list of occupations and only concerns employees working within the UK. Originality/value – There is little information available that shows the relative values of stress across different occupations, which would enable the direct comparison of stress levels. This paper reports the rank order of 26 different occupations on stress and job satisfaction levels.
The experience of work-related stress across occupations Effect of Electronic Performance Monitoring on Job Design and Worker Stress
An approach to electronic performance monitoring is developed that examines job design and worker stress theories and consequently defines the critical job elements of stress response in an electronic monitoring context. A framework for the evaluation of electronic performance monitoring systems is presented. A conceptual model is proposed that states that electronic performance monitoring has direct and indirect effects on worker stress. The indirect effects result from job design. The potential effects of electronic performance monitoring on three job design characteristics (job demands, job control, and social support) are examined in more deil.
Stress Management in Psychiatrists Background: Research into stress among psychiatrists has attempted to identify stressors, which can lead to physical illness and psychological distress. Aims: The aim of the study was systematically to review the current evidence for the effectiveness of stress management interventions for those working in the psychiatric profession. Method: A systematic review of the current literature was conducted into stress and stress management within the profession of psychiatry. Results: Twenty-three international studies were included in the psychiatry section of the review. Psychiatrists report a range of stressors in their work, including stress associated with their work and personal stresses. One personal stress, which psychiatrists find very difficult to cope with is patient suicide. Coping strategies include support from colleagues and outside interests. No studies evaluated the use of stress-management interventions for psychiatrists.
CHAPTER 3 3.1 RESEARCH METHODOLOGY
Fundamental to the success of any formal marketing research project is a sound research design. A good research design has the characteristics of problem definition, specific methods of data collection and analysis, time required for research project and estimate of expenses to be incurred, the function of a research design is to ensure that they require data are collected accurately land economically.
3.2 RESEARCH DESIGN
Claire seltizetal defines research design as “research design is a catalogue of the phases and facts relating to the formulation of a research effort. It is the arrangement of collection and analysis of data in a manner that aims to combine relevant to the research purpose with economy in procedure”. Three important about research design are: ? The design of investigation should stem from the problem. ? Whether the designs are productive in a given problem setting depends on how imaginatively they are applied. An understanding of the basic design is needed so that they can be modified to suit purpose. ? The basic design are as follows ? Descriptive research design The research design used in the study is descriptive research design.
3.2.1 Descriptive design Descriptive research studies are those studies are those which are concerned with describing the characteristics of a particular individual, or of a group, whereas diagnostic research studies determine the frequency a with which something occurs or is association with something else. The studies concerning whether certain variables are associated are examples of diagnostic research studies. Since the aim is to obtain complete and accurate information in the said studies, the procedure to be used must be carefully planned. The research design must make enough provision for protection against bias and must maximize reliability, with due concern for the economical completion of the research study.
3.3 PROPOSED SAMPLING METHOD
3.3.1 SAMPLING Collecting data about each and every unit of the population is called census method. The approach, where only a few units of population under study are considered for analysis is called sampling method, there are two main categories under which various sampling method can be put. The categories are ? Non – probability sampling ? Convenience sampling
3.3.2 Non - probability sampling In non-probability sampling, the chance of any particular unit in the population being selected is unknown, since randomness in not involved in the selection process. But this does not mean that the findings obtained from non-probability sampling are of questionable value. If properly conducted their findings can be accurate as those obtained from probability sampling. The frequencies used non-probability designs are:
3.3.3 Convenience sampling In convenience sampling the sample units are chosen primarily on the basis of the convenience to the investigator. The units selected may be each person who comes across the investigator and lottery method is selected 3.3.4Sample size It refers to the number of elements of the population to sample. The population size 300 and for this study randomly selected 110 Respondents. 3.3.5 Sample procedure Sampling procedure explains about as to how the survey has to be conducted. It depends upon the research objectives to be accomplished through investigation. There can be, 3.3.6 Sample frame A sample frame may be defined as the listing of the general components of the individual units that comprise the defined population.
3.4 DATA COLLECTION METHOD After identifying and designing the research problem and determining specific information required solving the problem, the researcher?s task is to look the type and sources of data which may yield the desired results. Collections of data are of two types through which data is collected. 3.4.1 Primary Data Primary data is the original data collected by the researcher first hand. It is collected for the first time through field survey. These are those that are gathered specifically, for the problem at hand. The various sources for collecting primary data are questionnaire, observation, and interview. The primary source used for the study is questionnaire.
? ? ?
Questionnaires methods Responses of respondents. The above primary data were collected through responses of respondents was conducted through questionnaires prepared for them.
3.4.2 Secondary Data Secondary data is the information which is already available in published or unpublished form. When the needed information is collected from the census of population available in a library means then it is a secondary data. It is also used for collecting historical data. The various sources of secondary data are books, periodical, journals, directories, magazines, statistical data sources etc. The secondary source used for this study is company profile, scope, need, review of literature. ? ? ? ? ? Industry Profile Literature Review The aforesaid data were collected through Internet and company report. Company profile Product profile
3.5 TOOLS USED FOR THE STUDY The following statistical tools are used in this study ? Percentage analysis ? Chi – square distribution ? Weighted average method ? Correlation coefficient analysis
3.5.1 PERCENTAGE METHOD The percentage refers to a specified kind of each percentage are used in making comparison between two or more services of date, percentage are based in descriptive relationship. It compares the relative item. Since the percentage reduce everything to a common base and there by allow meaning comparison. Percentage of respondent = no. of respondents/total respondents*110
3.5.2 CHI – SQUARE TEST Chi – square test is a non- parametric test that establishes the independence between variables. It is measured by comparing the observed with those of expected frequencies based on the hypothesis. It is given by, ?2 = ? (O-E) 2/E Where, O – Observed Frequency, E – Expected Frequency.
3.5.3 Correlation Correlation is defined as the degree of relationship between two are more variables. It is also referred to as co variation. The co-efficient of correlation between X and Y is defined as r (X,Y) = Cov (X,Y) / ? = ( ) ( )
Cov (X,Y) / ?z ?y
CHAPTER 4 DATA ANALYSIS AND INFERENCE
4.1.1 A TABLE SHOWS THE AGE OF THE RESPONDENTS Age Below 25 25 to 30 31 to 35 Above35 Total No of respondents 31 53 17 9 110 Percentage 28.2 48.2 15.5 8.1 100
4.1.1 B CHART SHOWS THE AGE OF THE RESPONDENTS
60 50 40 30 20 10 0 Below 25 25 to 30 age 31 to 35 Above35 28.2 48.2
P e r c e n t a g e
15.5 8.1
INFERENCE It is inference that 28.2% of the respondents are at the age group of below 25 years. 48.2% of the respondents are at the age group of 25 to 30 years. 15.5% of the respondents are at the age group of 31 to 35 years. 8.1% of the respondents are at the age group of above 35 years.
4.1.2. A TABLE SHOWS MARITAL STATUS OF THE RESPONDENTS
Marital status Single Married Total
NO OF RESPONDENTS 80 30 110
PERCENTAGE 73 27 100
4.1.2. B CHART SHOWS THE MARITAL STATUS OF THE RESPONDENTS
80 70 P e r c e n t a g e 60 50 40 30 20 10 0
73
27
Single Marital status
Married
INFERENCE It is inference that 73% of the respondents are single and rests of the respondents are married.
4.1.3. A TABLE SHOWS EDUCATION QUALIFICATION OF THE RESPONDENTS
Educational qualification Diploma UG PG Total
No of respondents 30 63 17 110
Percentage 27.5 57.5 15 100
4.1.3. B CHART SHOWS THE EDUCATION QUALIFICATION OF THE RESPONDENTS
70 60 P e r c e n t a g e 50 40 30 20 10 0 Diploma UG Education qualification PG 27.5 57.5
15
INFERENCE It is inference that 27.5% of the respondents? education qualifications are diploma. 57.5% of the respondents? education qualifications are UG. 15% of the respondents? education qualifications are PG.
4.1.4. A TABLE SHOWS THE INCOME LEVEL OF THE RESPONDENTS
Income Level Below 10000 10000 to 15000 Above 15000 Total
NO OF RESPONDENTS 22 82 6 110
PERCENTAGE 20 74.5 5.5 100
4.1.4. B CHART SHOWS THE INCOME LEVEL OF THE RESPONDENTS
80 70 P e r c e n t a g e 60 50 40 30 20 20 10 0 Below 10000
74.5
5.5
10000 to 15000 income level
Above 15000
INFERENCE It is inference that 20% of the respondents? income level is below 10000. 74.5% of the respondents? income level is between 10000 to 15000. 5.5% of the respondents? income level is above 15000.
4.1.5. A TABLE SHOWS THE EXPERIENCE OF THE RESPONDENTS Experience Less than one year 1 to 3 years 3 to 5 years Above 5 years Total NO OF RESPONDENTS 67 22 12 9 110 PERCENTAGE 60.9 20 10.9 8.2 100
4.1.5. B CHART SHOWS THE EXPERIENCE OF THE RESPONDENTS
70 60.9 P e r c e n t a g e 60 50 40 30 20 20 10.9 10 0 Less than one year 1 to 3 years 3 to 5 years Above 5 years Experience 8.2
INFERENCE It is inference that 60.9% of the respondents experience are having less than one year. 20% of the respondents are having 1 to 3 years experiences and 10.9% of the respondents are having 3 to 5 years 8.2% of the respondents are having above 5 years of experiences.
4.1.6. A TABLE SHOWS THE EMPLOYEES TREATED IN THE ORGANIZATION Factors Strongly Agree Agree Neutral Disagree Strongly disagree Total NO OF RESPONDENTS 21 26 31 18 14 110 PERCENTAGE 19.1 23.6 28.2 16.4 12.7 100
4.1.6. B CHART SHOWS THE EMPLOYEES TREATED IN THE ORGANIZATION
30 23.6 P e r c e n t a g e 25 20 15 10 5 0 Strongly Agree Agree 19.1
28.2
16.4 12.7
Neutral Factors
Disagree
Strongly disagree
INFERENCE It is inference that 19.1% of the respondents are strongly agreed with fairly treated in the organization. 23.6% of the respondents are agreed with fairly treated in the organization. 28.2% of the respondents are either agreed or disagreed with fairly treated in the organization. 16.4% of the respondents are disagreed with fairly treated in the organization. 12.7% of the respondents are strongly disagreed with fairly treated in the organization.
4.1.7. A TABLE SHOWS EMPLOYEE PARTICIPATION IN DECISION MAKING Factors Strongly Agree Agree Neutral Disagree Strongly disagree Total NO OF RESPONDENTS 13 19 32 35 11 110 PERCENTAGE 11.8 17.3 29.1 31.8 10 100
4.1.7. A CHART SHOWS EMPLOYEE PARTICIPATION IN DECISION MAKING
35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral Factors Disagree Strongly disagree 17.3 11.8 10 29.1 31.8
P e r c e n t a g e
INFERENCE It is inference that 11.8% of the respondents are strongly agreed with the management encourage in participation of decision making. 17.3% of the respondents are agreed with the management encourage in participation of decision making. 29.1% of the respondents are either agreed or disagreed with the management encourage in participation of decision making.31.8% of the respondents are disagreed with the management encourage in participation of decision making. 10% of the respondents are strongly disagreed with the management encourage in participation of decision making.
4.1.8. A TABLE SHOWS EMPLOYEE FEELING OF UNDER-GRADED BY SUPERIOR Factors Sometimes Often Rarely Not All Total NO OF RESPONDENTS 8 3 21 78 110 PERCENTAGE 7.3 2.7 20 70 100
4.1.8. B CHART SHOWS EMPLOYEE FEELING OF UNDER-GRADED BY SUPERIOR
80 70 70 P e r c e n t a g e 60 50 40 30 20 20 10 0 Sometimes Often Factors Rarely Not All 7.3 2.7
INFERENCE It is inference that 7.3% of the respondents are under graded by superior at sometimes. 2.7% of the respondents are under graded by superior at often. 20% of the respondents are under graded by superior at rarely. 70% of the respondents are under graded by superior at not all.
4.1.9. A TABLE SHOWS SUPERIOR SUPPORTING AT WORK Factors Strongly Agree Agree Neutral Disagree Strongly disagree Total NO OF RESPONDENTS 31 22 36 11 10 110 PERCENTAGE 28.2 20 32.7 10 9.1 100
4.1.9. B CHART SHOWS SUPERIOR SUPPORTING AT WORK
35 30 25 20 20 15 10 10 5 0 Strongly Agree Agree Neutral Factors Disagree Strongly disagree 9.1 28.2 32.7
P e r c e n t a g e
INFERENCE It is inference that 28.2% of the respondents are strongly agreed with superior are supporting during the work. 20% of the respondents are agreed with superior are supporting during the work. 32.7% of the respondents are either agreed or disagreed with superior are supporting during the work. 10% of the respondents are disagreed with superior are supporting during the work. 9.1% of the respondents are either strongly disagreed with superior are supporting during the work.
4.1.10. A TABLE SHOWS THE PRESSURE NEED FOR THE RESPONDENT TO SUCCESS IN WORK Factors Yes No Some Times Total NO OF RESPONDENTS 44 59 7 110 PERCENTAGE 40 53.6 6.4 100
4.1.10. B CHART SHOWS THE PRESSURE NEED FOR THE RESPONDENT TO SUCCESS IN WORK
60 53.6 P e r c e n t a g e 50 40 40 30 20 10 0 Yes No Factors Some Times 6.4
INFERENCE It is inference that 40% of the respondents having pressure at work for their succeed. 53.6% of the respondents are not having pressure at work for their succeed. 6.4% of the respondents are having sometime pressure at work for their succeed.
4.1.11. A TABLE SHOWS FEELING OF FRUSTRATED IN WORK Factors Yes No Some Times Total NO OF RESPONDENTS 30 42 38 110 PERCENTAGE 27.3 38.2 34.5 100
4.1.11. B CHART SHOWS FEELING OF FRUSTRATED IN WORK
45 40 P e r c e n t a g e 35 30 25 20 15 10 5 0 Yes No Factors Some Times 27.3 38.2 34.5
INFERENCE It is inference that 27.3% of the respondents are feeling frustrated in work and 38.2% of the respondents are not having the feeling frustrated in work. But 34.5% of the respondents some time frustrated in work.
4.1.12. A TABLE SHOWS RESPONDENTS FEELING FOR WORKING MORE HOURS Factors Yes No Some Times Total NO OF RESPONDENTS 23 80 7 110 PERCENTAGE 20.9 72.7 6.4 100
4.1.12. B CHART SHOWS RESPONDENTS FEELING FOR WORKING MORE HOURS
80 70 P e r c e n t a g e 60 50 40 30 20.9 20 10 0 Yes
72.7
6.4
No Factors
Some Times
INFERENCE It is inference that 20.9% of the respondents are have the feeling of they are working more than working hours and 72.7% of the respondents are feeling that they are working for actual working time. 6.4% of the respondents are having the feeling of sometimes them working for more hours.
4.1.13. A TABLE SHOWS OVERTIME REQUIRED FOR COMPLETING TARGET Factors Yes No Some Times Total NO OF RESPONDENTS 68 26 16 110 PERCENTAGE 61.8 23.6 14.6 100
4.1.13. B CHART SHOWS OVERTIME REQUIRED FOR COMPLETING TARGET
70 61.8 P e r c e n t a g e 60 50 40 30 20 10 0 Yes No Factors Some Times
23.6 14.6
INFERENCE It is inference that 61.8% of the respondents required overtime to complete their target and 23.6% of the respondents are not required overtime to complete their target. 14.6% of the respondents are required sometimes to complete their target.
4.1.14. A TABLE SHOWS PERSONAL PROBLEMS IMPACT IN WORK Factors Sometimes Often Rarely Not All Total NO OF RESPONDENTS 41 16 42 11 110 PERCENTAGE 37.3 14.5 38.2 10 100
4.1.14. B CHART SHOWS PERSONAL PROBLEMS IMPACT IN WORK
45 40 P e r c e n t a g e 35 30 25 20 15 10 5 0 Sometimes Often Factors Rarely Not All 14.5 10 37.3 38.2
INFERENCE It is inference that 37.3% of the respondents personal problems impact in work sometimes. 14.5% of the respondent?s personal problems impact in work often. 38.2% of the respondent?s personal problems impact in work rarely. 10% of the respondent?s personal problems impact in work not at all.
4.1.15. A TABLE SHOWS THE NEGATIVE THINKING IN JOB Factors Yes No Some Times Total NO OF RESPONDENTS 24 72 14 110 PERCENTAGE 21.8 65.5 12.7 100
4.1.15. B CHART SHOWS THE NEGATIVE THINKING IN JOB
70 60 50 40 30 21.8 20
65.5
P e r c e n t a g e
12.7 10 0 Yes No Factors Some Times
INFERENCE It is inference that 21.8% of the respondents are agreed that they have the feeling of negative thinking in their job. 65.5% of the respondents are disagreed that they have the feeling of negative thinking in their job.12.7% of the respondents are either agreed or disagreed with they have the feeling of negative thinking in their job.
4.1.16. A TABLE SHOWS WORK LIFE AND PERSONAL LIFE BALANCED BY THE RESPONDENTS Factors Yes No Some Times Total NO OF RESPONDENTS 68 36 6 110 PERCENTAGE 61.8 32.7 5.5 100
4.1.16. B CHART SHOWS WORK LIFE AND PERSONAL LIFE BALANCED BY THE RESPONDENTS
70 61.8 P e r c e n t a g e 60 50 40 32.7 30 20 10 0 Yes No Factors Some Times 5.5
INFERENCE It is inference that 67.8% of the respondents are yes to their work life and personal life balanced by them. 32.7% of the respondents are no to their work life and personal life balanced by them. 5.5% of the respondents are sometimes their work life and personal life balanced by them.
4.1.17. A TABLE SHOWS PERSONAL PROBLEM INFLUENCE IN JOB PERFORMANCE Factors Yes No Some Times Total NO OF RESPONDENTS 61 16 33 110 PERCENTAGE 55.5 14.5 30 100
4.1.17. B CHART SHOWS PERSONAL PROBLEM INFLUENCE IN JOB PERFORMANCE
60 P e r c e n t a g e 50 40
55.5
30 30 20 10 0 Yes No Factors Some Times
14.5
INFERENCE It is inference that 55.5% of the respondents are agreed that their personal problem was affect job performance. 14.5% of the respondents are disagreed that their personal problem was affect job performance. 30% of the respondents are either agreed or disagreed with their personal problems was affect job performance.
4.1.18. A TABLE SHOWS RELATIONSHIP AMONG THE COLLEAGUES Factors Very Good Good Bad No Idea Total NO OF RESPONDENTS 31 56 5 18 110 PERCENTAGE 28.2 50.9 4.5 16.4 100
4.1.18. B CHART SHOWS RELATIONSHIP AMONG THE COLLEAGUES
60 50.9 P 50 e r 40 c e 30 n t a 20 g e 10 0 Very Good Good Factors Bad No Idea
28.2
16.4
4.5
INFERENCE It is inference that 28.2% of the respondents are rated very well for the relationship with colleagues. 50.9% of the respondents are rated good for the relationship with colleagues. 4.5% of the respondents are rated bad for the relationship with colleagues. 16.4% of the respondents are not answered for the relationship with colleagues.
4.1.19. A TABLE SHOWS FELLING OF THE RESPONDENTS REGARDING RESPECT WITH OTHER WORKERS Factors Strongly Agree Agree Neutral Disagree Strongly disagree Total NO OF RESPONDENTS 30 54 13 6 7 110 PERCENTAGE 27.3 49 11.8 5.5 6.4 100
4.1.19. B CHART SHOWS FELLING OF THE RESPONDENTS REGARDING RESPECT WITH OTHER WORKERS
60 50 40 30 20 11.8 10 0 Strongly Agree Agree Neutral Factors Disagree Strongly disagree 5.5 6.4 27.3 49
P e r c e n t a g e
INFERENCE It is inferences that 27.3% respondents are strongly agreed with colleagues are giving respect at organization. 49% respondents are agreed with colleagues are giving respect at organization. 11.8% respondents are either agreed or disagreed with colleagues are giving respect at organization. 5.5% respondents are disagreed with colleagues are giving respect at organization. 6.4% respondents are strongly disagreed with colleagues are giving respect at organization.
4.1.20. A TABLE SHOWS CO-WORKERS IMITATING IN ORGANIZATION Factors Sometimes Very Often Often Rarely Not All Total NO OF RESPONDENTS 19 21 7 12 51 110 PERCENTAGE 17.3 19 6.4 10.9 46.4 100
4.1.20. B CHART SHOWS CO-WORKERS IMITATING IN ORGANIZATION
50 45 P e r c e n t a g e 40 35 30 25 20 15 10 5 0 Sometimes Very Often Often Factors Rarely Not All 6.4 17.3 19 10.9 46.4
INFERENCE It is inference that 17.3% of the respondents are imitated in the organization sometimes. 19% of the respondents are imitated in the organization very often. 6.4% of the respondents are imitated in the organization often.10.9% of the respondents are imitated in the organization rarely.46.4% of the respondents are imitated in the organization not all.
4.1.21. A TABLE SHOWS RECEIVING RECOGNITION FOR DOING WORK Factors Strongly Agree Agree Neutral Disagree Strongly disagree Total NO OF RESPONDENTS 13 25 55 11 6 110 PERCENTAGE 11.8 22.7 50 10 5.5 100
4.1.21. B CHART SHOWS RECEIVING RECOGNITION FOR DOING WORK
60 50 P e r c e n t a g e 50 40 30 22.7 20 11.8 10 0 Strongly Agree Agree Neutral Factors Disagree Strongly disagree 10 5.5
INFERENCE It is inference that 11.8% of the respondents are strongly agreed with the recognition was given for doing work. 22.7% of the respondents are agreed with the recognition was given for doing work. 50% of the respondents are either agreed or disagreed with the recognition was given for doing work. 10% of the respondents are disagreed with the recognition was given for doing work.5.5% of the respondents are strongly disagreed with the recognition was given for doing work.
4.2.1 WEIGHTED AVERAGE FOR EMPLOYEE PARTICIPATION IN DECISION MAKING FACTORS Strongly Agree Agree Neutral Disagree Strongly disagree Total NO OF RESPONDENTS 13 19 32 35 11 110 WEIGHT (X) 5 4 3 2 1 WEIGHTED AVERAGE F(X) 65 76 96 70 11 318
FORMULA
Weighted Average
= = =
? fx/N 318/110 2.89 3
Weighted average round value
=
From the weighted average method it can be inferred that the respondents are either agreed or disagreed with the decision making participation in the organization.
4.2.2 WEIGHTED AVERAGE FOR RESPONDENTS RECEIVING RECOGNITION FOR THEIR WORK FACTORS Strongly Agree Agree Neutral Disagree Strongly disagree Total FORMULA NO OF RESPONDENTS 13 25 55 11 6 110 WEIGHT (X) 5 4 3 2 1 WEIGHTED AVERAGE F(X) 65 100 165 22 6 358
Weighted Average
= = =
? fx/N 358/110 3.25 3
Weighted average round value
=
From the weighted average method it can be inferred that the respondents are either agreed or disagreed with the receiving recognition for their work.
TABLE 4.3.1 THE CHI-SQUARE TEST CHI-SQUARE TEST FOR THE EXPERIENCE IN THE ORGANIZATION AND PARTICIPATION ON DECISION MAKING ENCOURAGE BY MANAGEMENT OBSERVED VALUES Decision making encourage by management Strongly agree Less than one year 1 to 3 years 3 to 5 years Above 5 years Total 0 1 5 7 13 Agree Neutral Disagree Strongly disagree 6 3 2 0 11 Total 67 22 12 9 110
9 5 3 2 19
22 9 1 0 32
30 4 1 0 35
Experience of the respondent
Null Hypothesis Ho: There is no significant difference between experience of the respondent?s and decision making activity encourage by management.
Alternative Hypothesis H1: There is significant difference between experience of the respondent?s and decision making activity encourage by management.
EXPECTED VALUES Decision making encourage by management Strongly agree Less than one year 1 to 3 years 3 to 5 years Above 5 years Total 7.91 2.6 1.41 1.06 13 Agree Neutral Disagree Strongly disagree 6.2 2.42 1.2 0.9 11 Total 67 22 12 9 110
11.57 3.8 2.07 1.55 19
19.49 6.4 3.49 2.61 32
21.31 7 3.81 2.86 35
Experience of the respondent
CHI SQUARE CALCULATIONS Observed (O)
0 1 5 7 9 5 3 2 22 9 1 0 30 4 1 0 6 3 2 0
Expected (E)
7.91 2.6 1.41 1.06 11.57 3.8 2.07 1.55 19.49 6.4 3.49 2.61 21.31 7 3.81 2.86 6.2 2.42 1.2 0.9
O-E
(O-E)2
(O-E)2/E
-7.91 -1.6 3.59 5.94 -2.57 1.2 0.93 0.45 2.51 2.6 -2.49 -2.61 8.69 -3 -2.81 -2.86 -0.2 0.58 0.8 -0.9
62.5681 2.56 12.8881 35.2836 6.6049 1.44 0.8649 0.2025 6.3001 6.76 6.2001 6.8121 75.5161 9 7.8961 8.1796 0.04 0.3364 0.64 0.81
TOTAL
7.91 0.984615 9.140496 33.28642 0.570864 0.378947 0.417826 0.130645 0.323248 1.05625 1.776533 2.61 3.543693 1.285714 2.072467 2.86 0.006452 0.139008 0.533333 0.9 69.92651
Calculated Value Degree of Freedom
69.92 (r-1)*(c-1) = (4-1)*(5-1) = 12
Level of significance Table Value Outcome:
0.05 21.03
As the calculated value is higher than the tabulated value the null hypothesis Ho is rejected and alternate the hypothesis H1 is accepted.
INFERENCE There exists significant difference between experience of the respondent?s and decision making activity encourage by management.
TABLE 4.4.1 CORRELATION ANALYSIS: CORRELATION ANALYSIS FOR THE SUPERIORS SUPPORTING LEVEL AND RECEIVING RECOGNITION FROM SUPERIOR FOR THE PERFORMANCE The correlation is one of the most common and most useful statistical tools. A correlation is a single number that describes the degree of relationship between two variables.
Where: n = number of pairs of respondents ?xy = sum of the products of paired respondents ?x = sum of x respondents ?y = sum of y respondents ?x² = sum of squared x respondents ?y² = sum of squared y respondents Factors Strongly Agree Agree Neutral Disagree Strongly disagree Total NO OF RESPONDENTS 13 25 55 11 6 110
Factors Strongly Agree Agree Neutral Disagree Strongly disagree Total
NO OF RESPONDENTS 31 22 36 11 10 110
Here we take two variables x and y, x = number of respondents for recognition received from superior y = number of respondents for superior supporting level.
CORRELATION x 13 25 55 11 6 ?x =110 y 31 22 36 11 10 ?y =110 x² 169 625 3025 121 36 ?x² =3976 y² 961 484 1296 121 100 ?y² =2962 xy 403 550 1980 121 60 ?xy =3114
r=
(
?
)
(
)( ( )
) ( )
(
) (
)?
r=
r=
r= r = 0.75 INFERENCE The coefficient 0.75 which denotes that there is a positive correlation between the two variables, the superiors supporting level and receiving recognition from superior for the performance.
CHAPTER 5
5.1 FINDINGS
? ? ? ? ? ? ? ? ? ? ? ? ? ? ? It is inference that 48% of the respondents are from the age group of 25 to 30 years and only 8% of the respondents are from the age group of above 35 years. It is inference that 73% of the respondents? marital status is single. It is inference that 57% of the respondents? education qualification is under graduation. It is inference that 74% of the respondents? income level is between 10000 to 15000 per month. It is inference that 60% of the respondents are having less than one year experience in the organization. It is inference that 28% of the respondents are either agreed or disagreed with the fair treatment in the organization. It is inference that 42% of the respondents are not encouraged in participation in decision making. It is inference that 70% of the respondents are not under graded by their superior at all. It is inference that 32% of the respondents either agreed or disagreed with the support given by the superior at work. It is inference that 53% of the respondents are not need the pressure to succeed in their targets. It is inference that 38% of the respondents are not frustrated (disappointment) feeling at their performance. It is inference that 73% of the respondents are feeling they are working for perfect working hour. It is inference that 62% of the respondents are need overtime to complete their project given by the organization. It is inference that 76% of the respondents? personal problems are sometime and rarely impact in the work. It is inference that 65% of the respondents are not having negative thinking about their job.
? ? ? ? ? ? ? ? ? ?
It is inference that 62% of the respondents are balancing their work life and personal life very well. It is inference that 55% of the respondents are agreed that their personal problems are influence in their performance. It is inference that 51% of the respondents are having good relationship between the colleagues and superiors. It is inference that 49% of the respondents are agreed that respect given equal among the other workers. It is inference that 49% of the respondents are agreed that they are not imitating by other workers at all. It is inference that 50% of the respondents are either agreed or disagreed for receiving recognition for doing work. From the weighted average method it is inferred that the respondents are either agreed or disagreed with the decision making participation in the organization. From the weighted average method it is inferred that the respondents are either agreed or disagreed with the receiving recognition for their work. From the chi-square method it is inference that there is significant difference between experience of the respondent?s and decision making activity encourage by management. From the coefficient analysis it is inference that there is a positive relationship between the superiors supporting level and receiving recognition from superior for the performance.
5.2 SUGGESTION
Majority of the employees feel that they are not encouraged to participate in decision making; hence the management may follow employee empowerment technique. Majority of the workers feel that the personal problems has impact a lot on their wok life, hence the management may arrange counseling for the employees. Majority of the workers feel that they need over time to complete their work, hence the management may consider some remedial measures to overcome this problem. The organization can introduce employee assistance programme (EAP) and stress control workshops according to the level of employees because there is a strong relation between the level of stress and level of employees. EAPs includes counseling employees who seek assistance and how to deal with managing personal finance, handling conflicts at the workplace, dealing with marital and other family problems, and coping with health problems.
5.3 CONCLUSION
Stress in the work place has become the black plague of the present century. Much of the stress at work is caused not only by work overload and time pressure but also by lack of rewards and praise, and more importantly, by not providing individuals with the autonomy to do their work as they would like. Most of the employees were not satisfied with the grievance handling procedure of the organization which was found by the unstructured interview. Organization must begin to manage people at work differently, treating them with respect and valuing their contribution. If we enhance the psychological well being and health of the employee in the coming future the organization would make more revenue as well as employee retention. Because it is said that, „a healthy employee is a productivity employee?
APPENDIX
A Study on Stress Management at TAYSEER CONSULTANCY PVT LTD
DEMOGRAPHIC DETAILS: (Personal Data) Name (Option) Age Marital Status Education Qualification Income Experience : : : : : : Diploma 10000 UG PG >15000
10001 to 15000
1. Employees are treated fairly and respectfully Strongly agree 5 4 3
2
Strongly Disagree 1
2. Employee?s participation and decision-making is encouraged by management? Strongly agree Strongly Disagree 5 4 3 2 1 3. Do you feel that you are under-graded by your superior?
4. The superiors are supporting you during the work. Strongly agree 5 4 3 5. Do you feel that you are under great pressure to succeed?
2
Strongly Disagree 1
6. Are you becoming frustrated with your work?
7. Do you feel that you work for more hours?
8. Do you feel that you need extra working hours to complete at given work?
9. Do you feel that your personal problems have impact on your work efficiency? not all 10. Do you feel that you have negative thinking about your job?
11. Is your work life and personal life is balanced?
12. Are you disturbed with your personal problems during work hours?
13. How would you rate your relationship with your colleagues? ood Very good Bad 14. Do you feel that you are not given good respect among your colleagues? Strongly agree Strongly Disagree 5 4 3 2 1 15. Are you easily imitated by your co-workers
16. You have received recognition or praise for doing good work. Strongly agree 5 4 3 2
Strongly Disagree 1
BIBLIOGRAPHY Books Organizational behavior Research methodology Personal management Stress Management S S Khanka C R Kothari S V Gankar Jonathan C. Smith
Internet sources
www.managementhelp.org www.wikipedia.org www.manpowerindia.net www.managementone.in
doc_614591017.docx
its full project
A STUDY ON STRESS MANGEMENT WITH REFERENCE TO TAYSEER CONSULTANTS PRIVATE LIMITED IN CHENNAI
A PROJECT REPORT Submitted by
MOHAMED AZEEM M
(REG. NO. 30310631031) Under the Guidance of Mr.S.CHARLES MATHEW, M.B.A. FACULTY OF MANAGEMENT STUDIES In partial fulfillment for the requirements For the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
Anand Institute of Higher Technology Kazhipattur – 603103
ANNA UNIVERSITY CHENNAI-600025
JUNE 2012
ANAND INSTITUTE OF HIGHER TECHNOLOGY [Affiliated to ANNA UNIVERSITY] KAZHIPATTUR, CHENNAI – 603 103
BONAFIDE CERTIFICATE Certified that this project report title “A STUDY ON STRESS MANGEMENT WITH REFERENCE TO TAYSEER CONSULTANTS PRIVATE LIMITED” is the bonafide work of MOHAMED AZEEM M (Reg. No: 30310631031) who carried out research under my supervision. Certified for the that to the best of my knowledge the work reported here in does not form part of any other project report or dissertation on the bases of which a degree or award was conferred on an earlier occasion on this or any other candidate. Mr. S.CHARLES MATHEW, M.B.A. Prof.Dr.T.SIVAKUMAR, MBA,Ph.D
Internal Guide
Head of the Department
Submitted to project and Viva Examination held on__________
Internal Examiner
External Examiner
MOHAMED AZEEM M (30310631031) II MBA Anand Institute of Higher Technology Kazhipattur – 603103.
DECLARATION
I hereby declare that the project entitled “A STUDY ON STRESS MANGEMENT WITH REFERENCE TO TAYSEER CONSULTANTS PRIVATE LIMITED” in partial fulfillment of the requirements of Anna University for the award of the degree in Master of Business Administration is my original work and that it has not formed the basis for the award of any degree, associate ship, fellowship, diploma or any other similar title.
Signature of the candidate (MOHAMED AZEEM M)
ACKNOWLEDGEMENT
I would like to thank KALVIVALLAL Thiru T.KALASALINGAM, B.Com the Founder and Chairman of Anand Institute of Higher Technology, Chennai for allowing me to do this project. I express my deep gratitude to the principal, Prof. Dr. T.A.RAGHAVENDIRAN for giving me an opportunity to study the practical aspects of the corporate world. I would like to thank Prof. Dr. T.SIVA KUMAR, Head of the Department of Management studies in Anand Institute of Higher Technology, Chennai for giving me an opportunity to do this project in such a reputed company. I would like to thank my internal guide, Mr. S.CHARLES MATHEW, M.B.A. Lecturer of Management studies in Anand Institute of Higher Technology, Chennai for the effective guidance. I would like to thank Mr.BHURAI, HUMAN RESOURCE MANAGER OF TAYSEER CONSULTANTS PRIVATE LIMITED, for giving an opportunity to do well my project work during the period. I would like to thank all the staff members, Department of Management studies who supported and put their valuable suggestions and guidance in the successful completion of this research studies. Finally, I would like to record my thanks to each and everyone who have helped me to complete this project.
ABSTRACT
This project is undertaken to study the STRESS MANAGEMENT in TAYSEER CONSULTANTS PRIVATE LTD in chennai. The study has been conducted by adopting survey method among the employees in TAYSEER CONSULTANTS PRIVATE LTD, with the help of questionnarie. The sample size was 110 respondents from the company were chosen for the study. The research methodology consists of design, samplesize & sample technique. The project work is based on descriptive research. Simple random sampling is used for data collection. Precentage analysis, weighted average method, coefficient correlation method and chi-square are used to analysis the result which is collected through questionnarie. The study provides some findings were interrupted from the analysis of the collected data. The suggestion and recommandations were given by the researcher which may help the company to have an overview of the employees stress.
TABLE OF CONTENTS
CHAPTER BONAFIDE COMPANY CERTIFICATE DECLARATION ACKNOWLEDGEMENT ABSTRACT LIST OF TABLES LIST OF CHARTS 1 INTRODUCTION 1.1 INTRODUCTION 1.2 INDUSTRY PROFILE 1.3 COMPANY PROFILE 1.4 NEED FOR THE STUDY 1.5 OBJECTIVES OF STUDY 1.6 SCOPE OF THE STUDY 1.7 LIMITATIONS OF THE STUDY 2 LITERATURE SURVEY 2.1 REVIEW OF LITERATURE 3 RESEARCH METHODOLOGY 3.1 RESEARCH 3.2 RESEARCH DESIGN 3.3 SAMPLING METHOD 3.4 DATA COLLECTION METHODS 3.5 TOOLS FOR ANALYSIS 4 DATA ANALYSIS AND INTERPRETATION 4.1. PERCENTAGE ANALYSIS 30 25 25 26 27 28 16 1 5 10 12 13 14 15 CONTENT PAGE NO. I II III IV V VIII X
4.2 WEIGHTED AVERAGE 4.3 CHI SQUARE 4.4 CORRELATION 5 FINDINGS SUGGESTIONS AND CONCLUSION 5.1 FINDINGS 5.2 SUGGESTIONS 5.3 CONCLUSION APPENDIX QUESTIONNAIRE BIBLIOGRAPHY
51 53 56
58 60 61
LIST OF TABLES
S.NO 4.1.1 A 4.1.2 A 4.1.3 A 4.1.4 A 4.1.5 A 4.1.6 A 4.1.7 A 4.1.8. A 4.1.9 A 4.1.10 A 4.1.11 A 4.1.12 A 4.1.13 A 4.1.14. A 4.1.15 A 4.1.16 A 4.1.17 A 4.1.18 A 4.1.19 A 4.1.20 A 4.1.21 A 4.2.1 4.2.2 4.3.1 4.4.1
TITLE OF TABLES
Table shows the age of the respondents Table shows marital status of the respondents Table shows education qualification of the respondents Table shows the income level of the respondents Table shows the experience of the respondents Table shows the employees treated in the organization Table shows employee participation in decision making Table shows employee feeling of under-graded by superior Table shows superior supporting at work Table shows the pressure need for the respondent to success in work Table shows feeling of frustrated in work Table shows respondents feeling for working more hours Table shows overtime required for completing target Table shows personal problems impact in work Table shows the negative thinking in job Table shows work life and personal life balanced by the respondents Table shows personal problem influence in job performance Table shows relationship among the colleagues Table shows felling of the respondents regarding respect with other workers Table shows co-workers imitating in organization Table shows receiving recognition for doing work Weighted average for employee participation in decision making Weighted average for respondents receiving recognition for their work Chi-square test for the experience in the organization and participation on decision making encourage by management Correlation analysis for the superiors supporting level and receiving recognition from superior for the performance
PAGE.NO
30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53
56
LIST OF CHARTS
S.NO 4.1.1 B 4.1.2 B 4.1.3 B 4.1.4 B 4.1.5 B 4.1.6 B 4.1.7 B 4.1.8. B 4.1.9 B 4.1.10 B 4.1.11 B 4.1.12 B 4.1.13 B 4.1.14. B 4.1.15 B 4.1.16 B 4.1.17 B 4.1.18 B 4.1.19 B 4.1.20 B 4.1.21 B
TITLE OF CHARTS
Chart shows the age of the respondents Chart shows marital status of the respondents Chart shows education qualification of the respondents Chart shows the income level of the respondents Chart shows the experience of the respondents Chart shows the employees treated in the organization Chart shows employee participation in decision making Chart shows employee feeling of under-graded by superior Chart shows superior supporting at work Chart shows the pressure need for the respondent to success in work Chart shows feeling of frustrated in work Chart shows respondents feeling for working more hours Chart shows overtime required for completing target Chart shows personal problems impact in work Chart shows the negative thinking in job Chart shows work life and personal life balanced by the respondents Chart shows personal problem influence in job performance Chart shows relationship among the colleagues Chart shows felling of the respondents regarding respect with other workers Chart shows co-workers imitating in organization Chart shows receiving recognition for doing work
PAGE.NO
30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
CHAPTER 1 1.1 STRESS MANAGEMENT 1.1.1 INTRODUCTION TO STRESS
A lot of research has been conducted into stress over the last hundred years. Some of the theories behind it are now settled and accepted; others are still being researched and debated. During this time, there seems to have been something approaching open warfare between competing theories and definitions: Views have been passionately held and aggressively defended. What complicates this is that intuitively we all feel that we know what stress is, as it is something we have all experienced. A definition should therefore be obvious…except that it is not. Stress is the reaction people have to express pressure or other type of demand placed upon them. It arises when they worry that they can?t cope.
1.1.2 DEFINITION
Hans Selye was one of the founding fathers of stress research. His view in 1956 was that “stress is not necessarily something bad – it all depends on how you take it. The stress of exhilarating, creative successful work is beneficial, while that of failure, humiliation or infection is detrimental.” Selye believed that the biochemical effects of stress would be experienced irrespective of whether the situation was positive or negative. Since then, a great deal of further research has been conducted, and ideas have moved on. Stress is now viewed as a "bad thing", with a range of harmful biochemical and long-term effects. These effects have rarely been observed in positive situations.
The most commonly accepted definition of stress (mainly attributed to Richard S Lazarus) is that 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.” In short, it's what we feel when we think we've lost control of events.
WHAT IS STRESS?
Stress refers to the strain from the conflict between our external environment and us, leading to emotional and physical pressure. In our fast paced world, it is impossible to live without stress, whether you are a student or a working adult. There is both positive and negative stress, depending on each individual?s unique perception of the tension between the two forces. Not all stress is bad. For example, positive stress, also known as eustress, can help an individual to function at optimal effectiveness and efficiency. Hence, it is evident that some form of positive stress can add more color and vibrancy to our lives. The presence of a deadline, for example, can push us to make the most of our time and produce greater efficiency. It is important to keep this in mind, as stress management refers to using stress to our advantage, and not on eradicating the presence of stress in our lives. On the other hand, negative stress can result in mental and physical strain. The individual will experience symptoms such as tensions, headaches, irritability and in extreme cases, heart palpitations. Hence, whilst some stress may be seen as a motivating force, it is important to manage stress levels so that it does not have an adverse impact on your health and relationships. Part of managing your stress levels include learning about how stress can affect you emotionally and physically, as well as how to identify if you are performing at your optimal stress level (OSL) or if you are experiencing negative stress. This knowledge will help you to identify when you need to take a break, or perhaps seek professional help. It is also your first step towards developing techniques to managing your stress levels.
Modern day stresses can take the form of monetary needs, or emotional frictions. Competition at work and an increased workload can also cause greater levels of stress. How do you identify if you are suffering from excessive stress? Psychological symptoms commonly experienced include insomnia, headaches and an inability to focus. Physical symptoms take the form of heart palpitations, breathlessness, excessive sweating and stomachaches. What causes stress? There are many different causes of stress, and that which causes stress is also known as a stressor. Common lifestyle stressors include performance, threat, and bereavement stressors, to name a few. Performance stressors are triggered when an individual is placed in a situation where he feels a need to excel. This could be during performance appraisals, lunch with the boss, or giving a speech. Threat stressors are usually when the current situation poses a dangerous threat, such as an economic downturn, or from an accident. Lastly, bereavement stressors occur when there is a sense of loss such as the death of a loved one, or a prized possession. Thus, there are various stressors, and even more varied methods and techniques of dealing with stress and turning it to our advantages. In order to do so, we must learn to tell when we have crossed the line from positive to negative stress.
COPING WITH STRESS AT WORK PLACE
Stress refers to the pressure and reactions to our environment which results in psychological and physical reactions. Whilst some stress is good for motivation and increasing efficiency, too much stress can result in negative impacts such as reduced effectiveness and efficiency. More and more people are feeling isolated and disrespected at work, and this has led to greater occupational stress. Many companies have taken to consulting experts and professionals on ways to increase connectedness and motivation of their employees. Some companies organize parties and make their employees feel valued at work. These are measures to motivate employees and help them to feel secure at their jobs, translating into greater productivity. However, not all companies have such measures in place, and some have
not gotten it quite right. Hence, it is up to you to make sure that you can cope with stress at your workplace, and use it to help you work better. Here are 3 simple steps to help you with coping with stress in the workplace. Step 1: Raising Awareness Help yourself to identify when you are facing rising levels of stress, tipping the scales from positive to negative. This is important, as being able to identify signs of being stressed can help you to take steps to ensure that your overall quality of life does not drop. If left unacknowledged, the problem will only snowball, leading to disastrous consequences to your health and overall wellbeing. You can identify if you are feeling stressed by checking if you have any physical or psychological reactions, such as excessive sweating or heart palpitations, or the onset of headaches, irritability or the need to escape. If you experience any of these reactions, identify if you are feeling any overwhelming negative emotions, and if you are constantly worried.
Step 2: Identify the Cause You need to be able to analyze the situation and identify what is causing the rise in stress. These stressors can be external and internal. External stressors refer to things beyond your control, such as the environment or your colleagues at work. Internal stressors refer to your own thinking and attitude. Often, we only start reacting to stress when a combination of stressors working together exceeds our ability to cope. Keep a diary or a list of events that have caused you to feel strong negative emotions, or that are likely stressors. This will help you to identify the causes of your stress. Whilst it is not always possible to eradicate them, we can change the way that we cope with it.
Step 3: Coping with Stress In order to deal with the situation that is causing you stress, you need to calm your mind and body so as to stave off the reactions and cope with it in a positive way. This can be through different methods, such as taking time off. If a situation is triggering your stress and you are unable to calm down, remove yourself from it. Go outside and take a walk to calm down. Alternatively, you can try implementing relaxation techniques such as deep breathing. If it is an internal stressor, stop your thought process until you are able to deal with it logically. The key to making these 3 steps work for you is to practice them. These are not instantaneous solutions, and you need to condition your mind and practice them so that you can implement it when you are feeling stressed.
WORKPLACE STRESS
Workplace stress is the harmful physical and emotional response that occurs when there is a poor match between job demands and the capabilities, resources, or needs of the worker. Stress-related disorders encompass a broad array of conditions, including psychological disorders (e.g., depression, anxiety, post-traumatic stress disorder) and other types of emotional strain (e.g., dissatisfaction, fatigue, tension, etc.), maladaptive behaviors (e.g., aggression, substance abuse), and cognitive impairment (e.g., concentration and memory problems). In turn, these conditions may lead to poor work performance or even injury. Job stress is also associated with various biological reactions that may lead ultimately to compromised health, such as cardiovascular disease. Stress is a prevalent and costly problem in today's workplace. About one-third of workers report high levels of stress. One-quarter of employees view their jobs as the number one stressor in their lives. Three-quarters of employees believe the worker has more on-the-job stress than a generation ago. Evidence also suggests that stress is the major cause of turnover in organizations.
PREVENTION
A combination of organizational change and stress management is often the most useful approach for preventing stress at work. How to Change the Organization to Prevent Job Stress
? ?
Ensure that the workload is in line with workers' capabilities and resources. Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills.
? ? ?
Clearly define workers' roles and responsibilities. Give workers opportunities to participate in decisions and actions affecting their jobs. Improve communications-reduce uncertainty about career development and future employment prospects.
? ?
Provide opportunities for social interaction among workers. Establish work schedules that are compatible with demands and responsibilities outside the job.
?
Discrimination inside the workplace. (e.g. nationality and language )
1.2 INDUSTRY PROFILE INDIAN RECRUITMENT INDUSTRY
Placement industry in India is becoming very large with the increase in the demand as well as easy availability of professional and trained manpower. Moreover numbers of jobs, candidates and companies have become so large that need for job consultants, who act as a mediator between candidate & employers, have felt badly. This has given a way to increase in the number of placement consultant agencies in India. Indian recruitment companies can be divided into 5 types
? ? ? ? ?
Recruitment Consulting (Permanent) Staffing companies(Contract) Executive search firms Software companies also sending employees on contract Recruitment process outsourcing (RPO) companies
Recruitment Consulting If you search in any metro city in India you find thousands of small consultancies who work on lateral reqs. In most of the cases they operate in small offices with employee strength of 5-15. Such consultancies are generally dependent on some specific big MNCs, who don?t care where the resumes are coming from. Whoever closes the position gets the commission. Now the sources of resumes are same for all ie: Job boards and service is also similar- which increases the competition further. And due to too much of competition consultancies agree to work for very less commission- in some cases 4-5 % also. As they are playing in very less margin, they can't hire good recruiters and neither can they afford to pay recruiters well. Recruiters don?t get proper training, which affects performance and their service to candidates. No surprises that many candidates complain of bad service from consultants.
Apart from these there are few 100+ strength professionally managed recruitment firms, who maintain quality in terms of service to clients and candidates and create a brand for themselves. Even they manage to get premium commission due to their service.
Staffing Companies Staffing companies basically keep people in their payroll and let them work with client for specific contract. Here the company charges some specific amount every month for the candidate from the client. Due to volatile market scenario especially after recession Indian companies are getting more and more eager to hire people in contract through some third party vendors. This is helping in booming of such contract staffing companies. Salary standards for recruiters are not very great here also. But this trend is going to pick strongly in future because it suits to market situations. Contract staffing is very popular in manufacturing and services sector.
Executive Search Firms Again in India executive search firms have generally strength of 5-15 people. But in this case they hire for very high level candidates ie: CEO, Marketing head etc, so revenue is quite premium. Basically experienced people from diverse sectors join executive search firms and use their network to close positions. Their compensation is best when compared to recruiters in other types of recruitment companies. Software companies also sending employees in contract In Bangalore especially you will find many companies where they have their software division where they work on client projects, At the same time they send employees to client place as contract employee. There are many small and big companies in this field.
RPO companies There are not many companies in India which works exclusively on RPOs. Mostly big consultancies take it up as another practice only. RPO is also another sector which is picking up fast in India.
Key Players in Placement Industry Hewitt Associates Towers Perrin Watson Wyatt Recruitment Firms in India Larger companies are also outsourcing HR tasks, but they more typically go with specialty firms. The most commonly outsourced function is employee assistance, and outplacement services. ABC International Placement Services BRAINSTORM International Manpower Resources Pvt. Ltd. Times International Inc Cindy Placements & consultancy Smart Serve H.R. Consultant M.K.CONSULTANT PLACEMENTS M-Power HR Solution Esource Global HR Suven Consultants Sibson Mercer Human Resources Consulting AON Consulting
International Recruitment Agencies
? ? ?
Align Recruitment Antal International Pearls Agency International Recruitment
? ? ?
Alda Professional Placement Services Assignment America CMS-Comprehensive Medical Staffing
1.3 COMPANY PROFILE
Founded in 1986 in New Delhi, India, "TAYSEER CONSULTANTS PRIVATE LIMITED" is one of India's reputed & professionally organized recruitment & placement agencies. It stands taller than the rest. For any organization to produce best results, selection of the right candidate is essential. Years of successful experience in the field of Human Resources Planning & Development hasn't diminished Tayseer's quest to go after new challenges. We indeed are your right connection when it comes to manpower.
OWNERSHIP & CAPITAL
Year of Establishment 1986
Legal Status of Firm
Private Ltd. Co. Registered under Indian Companies Act 1956
Proprietor Name
Mr. Nasir Hassan Arvi
OUR SERVICES
? ? ? ? On receipt of your complete CVs, we register your name for the MOH (Ministry Of Health) interviews. We intimate the arrival of delegation and' send interview letters to you regarding the date & venue of interviews well in advance. We process your file after selection and intimate you about the outcome of the interview and keep your file for the placement order with the Ministry. Every selection done in the interview is valid till next interview, and at times it is valid even beyond that.
? ? ? ?
We will arrange your Medical after getting the placement in Chennai or New Delhi convenient to you, process your papers for Visa stamping and deployment. We assist you for the attestation of all your Degree and Experience Certificates. We will co-ordinate with Medical Attache Office for fixing your salary at the maximum level. We process stamping of Visa and Ticketing. Departures will be organized from NEW DELHI, CHENNAI, COCHIN etc.
INDUSTRIES WE SERVE
For many years, we have been offering our service in diverse areas including Engineering, Petro Chemical, and Information Technology & Catering. Our wings of service & expertise cover semi-skilled job seekers too.
OUR PRESENCE
Our presence is not confined to India as we have an associate office in Sri Lanka and liasion offices in major cities like Riyadh, Kuwait, Dubai, Singapore & Kuala Lumpur.
QUALITY
Meeting Modernisation Tayseer is committed to delivering quality service. To that end, our plush office is well-equipped (backed by the latest in communication and information technology) to satisfy both client's needs as well as prospective employee's comfort (while interacting with us).
1.4. NEED OF THE STUDY
The study on stress helps the company to study employee?s attitude and satisfaction towards their job The Company can find possible ways to increase the efficiency of the dissatisfied employees by providing remedial measures to come out of stress Analysis of the data would give us valuable insights upon which further course of action could be based formulated and implemented .The various valuable developing the right activities in the right direction.
1.5 OBJECTIVE OF THE STUDY
PRIMARY OBJECTIVES ? To study the stress management of the employees at TAYSEER CONSULTANTS PRIVATE LIMITED SECONDARY OBJECTIVES ? ? ? ? To study the superior and subordinate relationship in the TAYSEER CONSULTANTS PRIVATE LIMITED To analyze the time pressure and work target in the TAYSEER CONSULTANTS PRIVATE LIMITED To analysis the influence levels of personal problems in employees work. To study the interpersonal relationship among the employees
1.6. SCOPE OF THE STUDY
? ? ? ?
The study is restricted to the employees of the TAYSEER CONSULTANTS PRIVATE LIMITED. The respondents are chosen from various age groups and age groups and between the genders. To identify the stress among the employees and its impact on their job performance To determine the relationship between different important stressors that prevails among the employees
1.7 LIMITATION OF THE Study
? ? ?
Some of the respondents are unwilling to respond the questionnaire because of their work. Some of the answers given by the respondents may be biased. There may be a loss of accurate information?s due to the sample size is restricted to 110
CHAPTER 2 REVIEW OF LITERATURE
Stress management can be as interventions designed to reduce the impact of stressors in the workplace. These can have an individual focus, aimed at increasing an individual?s ability to cope with stressors. The goal of Stress Management is to help you to manage the stress of everyday life. Many different methods may be employed, such as biofeedback, meditation and massage. Counselors work with individuals in order to determine what stress management program will work best for that person.
SOURCES OF STRESS AT WORK
Cooper and Marshall have identified six sources of stress for managers at work: (1) Factors intrinsic to the job; (2) role in the organization; (3) relationships at work; (4) career development; (5) organizational structure and climate; and (6) extra-organizational sources. These sources of stress are Factors Intrinsic to the job: There are many factors intrinsic to the job which cause stress. In general, these factors include too much or too little work, time-bound pressures and deadlines, having too many decisions to make, fatigue from physical strains of the work environment, excessive travel, long hours, need to cope with change and consequences of making mistakes. Among the job factors causing stress, working conditions, and qualitative and quantitative overload have received much attention of researchers. Role in the Organization: The sources of stress in organizational role include role ambiguity, role conflict, responsibility towards people and things, and other stressors. Role ambiguity involves lack of clarity about the work objectives, expectations of colleagues related to scope and responsibilities of the job. Role conflict arises where the individual is exposed to conflicting job demands or is required to do things which he does not want to do. Responsibility towards people
is more stress generating than responsibility towards things. (i.e. equipment, budget, etc,). Other role stressors include lack of participation in decision-making, lack of managerial support and need for maintaining standards performance. Relationship at Work: The nature of relationships with one?s boss, subordinates and colleagues also forms a major source of stress. Poor relations involve low trust, low supportiveness and low interest in listening to and dealing with organizational problems. Members feel more stress if the boss is low on „consideration?. „Things-oriented? managers cause more stress to subordinates than „people-oriented? managers. Stress is generated not only by the pressure of relationships but also by a lack of adequate social support from colleagues in difficult situation.
CONSEQUENCE OF STRESS
PHYSICAL PROBLEMS ? ? ? ? ? ? ? ? ? ? ? ? Headache. Hyper – tension. Lack of appetite. Sleeplessness. Indigestion.
PSYCHOLOGICAL PROBLEMS Frustration. Emotional instability. Nervousness and tension. Anxiety. Irritable mood. Chronic worry. Depression.
BEHAVIOURAL CHANGES ? ? ? ? Excessive smoking. Abuse of alcohol or drugs Late coming. Absenteeism.
PROBLEM FACED BY THE ENTERPRISE: ? ? ? ? ? ? ? ? ? Low productivity. Low quality output. Loss of man-hours. Excessive complaints and grievances. High rate of absenteeism. High rate of labour turnover. Increase in industrial accidents. Increase in conflicts. Strained inter-personal relationships.
MANAGING BEHAVIOR TO COMBAT STRESS
In the modern corporate world, heavy workload accompanied by impossible deadline, pressurize people to achieve more and more within a short span of time. Consequently, they are always on the run and tend to suffer from burnout. In order to manage stress, people can change their behavioral pattern so that they are not negatively affected by stress. Individuals can use a few simples steps to change their behavior so that they can manage stress effectively. These are described below:
Making time for leisure: Many people consider leisure time to be a reward for having completed their tasks. On the contrary, leisure time is a necessity, because it helps in reducing stress and facing tasks with renewed vigor. People can take up a number of activities to fill their leisure time. They may go for a walk, listen to music, play games, of simply relax. These activities make a person feel rejuvenated. Scheduling priorities: It is not humanly possible to do everything. When a person commits himself of herself to a number of activities, he or she tends to be harried, nervous and is not able to give his best for that particular activity. Therefore, people should work out their priorities and concentrate on doing those tasks that are very important for their performance.
Delegating tasks to others: Certain low-priority tasks can be delegated to other people. This reduces the stress levels of employees and ensures that they are focusing on the tasks that are important. Focusing on one thing at a time: People sometimes tend to combine various activities. They try to carry on a conversation on the phone, while typing a mail or checking a report. This may give them a sense of satisfaction as they feel that they are making optimal use of their time. However, in the long run, people feel worn out, fatigued, and overworked. Therefore, focusing on one thing at a time is more productive and helps a person stay stress-free. Understanding one?s body rhythms: Every person has a prime time during the day, when his energy levels are at a peak. During such peak periods, an individual should carry out those activities which are demanding and challenging. The more mundane activities should be scheduled for those times when a person?s energy levels are the lowest. Turning down requests occasionally: A person may also feel unduly stressed because he is overburdened with activities and commitments. At times, it therefore becomes necessary for a person to refuse to undertake certain activities, which will add to his already heavy workload.
Identifying the source of stress: People should be able to identify the source of stress so that they can deal with it effectively. For instance, they may be asked by their superiors to do many things simultaneously. Instead of panicking thy can ask their superiors which of the tasks needs to be completed fist and then tackle them accordingly. Thus, when people are able to pinpoint the causes of worry and tension, they are in a better position to deal with them effectively.
INNOVATIVE MEASURES TO REDUCE STRESS AND IMPROVE PRODUCTIVITY
Long hours of work, hectic schedules, and constant pressure to meet deadlines sometimes make the employees feel stressed out. It stress levels become too high, the productivity of the employees may decrease and consequently, the performance of the organization may also get affected. Therefore, the management must provide opportunities for employees to enjoy their work so that they don?t get burned out. Various companies have adopted different practices aimed at improving the morale of employees and making them more productive.
For instance Max New York Life has created a vibrant workplace for its employees, which motivates them to come to work every day. The company has adopted various unique initiatives to show its concern for its employees. For example, when the company started its operations in India, many of the employees were under tremendous work pressure. To show that the company was genuinely concerned about the health and well-being of its employees, each employee was give a salad basket every day. The company encouraged its employees to showcase their creativity by decorating their workstation. In fact, prizes were announced for the most artistically done workstations. The company also designed its cafeteria in a unique manner to ensure that employees could relax and take a break from their routine activities. The cafeteria was equipped with a television, table-tennis and carom boards. Employees could use these facilities at any time of the day. On Friday evenings, the cafeteria was turned into a dance floor for the employees and their families.
The company also has a Life Fun and Youth Club, called Lyfun, shich organizes various programs such as quizzes, picnic, movie shows, etc. for the employees. These programs use informal techniques to keep the employees in touch with the latest trends in their relevant fields. The company is also planning to introduce some stress management sessions so that the employees can cope with the pressures of demanding jobs. All the above initiatives make the employees feel less pressurized and help them let off steam, thereby making them more productive and effective.
Occupational stress management: A review and appraisal lawrence r. Murphy, Article published: 17 AUG 2011 Published and unpublished studies evaluating the merits of occupational stress management are reviewed. Worksite stress management studies are compared along dimensions of type of work group, programme orientation and format, stress management methods, non-specific effects, and long-term maintenance of skills and benefits. Although studies differ widely on these dimensions and too few studies have been conducted to state unequivocally general conclusions, worksite stress management programmes appear to offer promise for helping workers cope with stress and exert greater control over physiological and psychological systems which are reactive to stressors. Troublesome issues in this young research area are noted and future research needs are enumerated. Finally, the advantages and potential disadvantages of worksite stress management programmes are described.
Occupational stress management programmes H. van der Hek and H. N. Plomp, article published: December 16, 1996. There are many occupational stress management programmes available which are designed to prevent and cure the negative aspects of job-stress. The focus of the programmes can be directed towards the individual worker, the working group, the organization of the work or the organization as a whole. Moreover, programmes show a considerable variation with respect to the type of interventions they promote and their underlying assumptions, as well as their duration and costs. In this paper, effect studies of occupational stress programmes published between 1987 and 1994 are reviewed. The aim is to give a practical overview of the variety in occupational stress programmes, their scope, applicability and the evidence of their effectiveness. The paper updates the review by DeFrank and Cooper published in 1989.
Journal of Managerial Psychology Sheena Johnson, Cary Cooper, Sue Cartwright, Ian Donald, Paul Taylor, Clare Millet, "The experience of work-related stress across occupations", Vol. 20 Iss: 2, pp.178 – 187 Purpose – To compare the experience of occupational stress across a large and diverse set of occupations. Three stress related variables (psychological well-being, physical health and job satisfaction) are discussed and comparisons are made between 26 different occupations on each of these measures. The relationship between physical and psychological stress and job satisfaction at an occupational level is also explored. Design/methodology/approach – The measurement tool used is a short stress evaluation tool which provides information on a number of work related stressors and stress outcomes. Out of the full ASSET database 26 occupations were selected for inclusion in this paper. Findings – Six occupations are reporting worse than average scores on each of the factors – physical health, psychological well-being and job satisfaction (ambulance workers, teachers, social services, customer services – call centres, prison officers and police). Differences across
and within occupational groups, for example, teaching and policing, are detailed. The high emotional labour associated with the high stress jobs is discussed as a potential causal factor. Research limitations/implications – This is not an exhaustive list of occupations and only concerns employees working within the UK. Originality/value – There is little information available that shows the relative values of stress across different occupations, which would enable the direct comparison of stress levels. This paper reports the rank order of 26 different occupations on stress and job satisfaction levels.
The experience of work-related stress across occupations Effect of Electronic Performance Monitoring on Job Design and Worker Stress
An approach to electronic performance monitoring is developed that examines job design and worker stress theories and consequently defines the critical job elements of stress response in an electronic monitoring context. A framework for the evaluation of electronic performance monitoring systems is presented. A conceptual model is proposed that states that electronic performance monitoring has direct and indirect effects on worker stress. The indirect effects result from job design. The potential effects of electronic performance monitoring on three job design characteristics (job demands, job control, and social support) are examined in more deil.
Stress Management in Psychiatrists Background: Research into stress among psychiatrists has attempted to identify stressors, which can lead to physical illness and psychological distress. Aims: The aim of the study was systematically to review the current evidence for the effectiveness of stress management interventions for those working in the psychiatric profession. Method: A systematic review of the current literature was conducted into stress and stress management within the profession of psychiatry. Results: Twenty-three international studies were included in the psychiatry section of the review. Psychiatrists report a range of stressors in their work, including stress associated with their work and personal stresses. One personal stress, which psychiatrists find very difficult to cope with is patient suicide. Coping strategies include support from colleagues and outside interests. No studies evaluated the use of stress-management interventions for psychiatrists.
CHAPTER 3 3.1 RESEARCH METHODOLOGY
Fundamental to the success of any formal marketing research project is a sound research design. A good research design has the characteristics of problem definition, specific methods of data collection and analysis, time required for research project and estimate of expenses to be incurred, the function of a research design is to ensure that they require data are collected accurately land economically.
3.2 RESEARCH DESIGN
Claire seltizetal defines research design as “research design is a catalogue of the phases and facts relating to the formulation of a research effort. It is the arrangement of collection and analysis of data in a manner that aims to combine relevant to the research purpose with economy in procedure”. Three important about research design are: ? The design of investigation should stem from the problem. ? Whether the designs are productive in a given problem setting depends on how imaginatively they are applied. An understanding of the basic design is needed so that they can be modified to suit purpose. ? The basic design are as follows ? Descriptive research design The research design used in the study is descriptive research design.
3.2.1 Descriptive design Descriptive research studies are those studies are those which are concerned with describing the characteristics of a particular individual, or of a group, whereas diagnostic research studies determine the frequency a with which something occurs or is association with something else. The studies concerning whether certain variables are associated are examples of diagnostic research studies. Since the aim is to obtain complete and accurate information in the said studies, the procedure to be used must be carefully planned. The research design must make enough provision for protection against bias and must maximize reliability, with due concern for the economical completion of the research study.
3.3 PROPOSED SAMPLING METHOD
3.3.1 SAMPLING Collecting data about each and every unit of the population is called census method. The approach, where only a few units of population under study are considered for analysis is called sampling method, there are two main categories under which various sampling method can be put. The categories are ? Non – probability sampling ? Convenience sampling
3.3.2 Non - probability sampling In non-probability sampling, the chance of any particular unit in the population being selected is unknown, since randomness in not involved in the selection process. But this does not mean that the findings obtained from non-probability sampling are of questionable value. If properly conducted their findings can be accurate as those obtained from probability sampling. The frequencies used non-probability designs are:
3.3.3 Convenience sampling In convenience sampling the sample units are chosen primarily on the basis of the convenience to the investigator. The units selected may be each person who comes across the investigator and lottery method is selected 3.3.4Sample size It refers to the number of elements of the population to sample. The population size 300 and for this study randomly selected 110 Respondents. 3.3.5 Sample procedure Sampling procedure explains about as to how the survey has to be conducted. It depends upon the research objectives to be accomplished through investigation. There can be, 3.3.6 Sample frame A sample frame may be defined as the listing of the general components of the individual units that comprise the defined population.
3.4 DATA COLLECTION METHOD After identifying and designing the research problem and determining specific information required solving the problem, the researcher?s task is to look the type and sources of data which may yield the desired results. Collections of data are of two types through which data is collected. 3.4.1 Primary Data Primary data is the original data collected by the researcher first hand. It is collected for the first time through field survey. These are those that are gathered specifically, for the problem at hand. The various sources for collecting primary data are questionnaire, observation, and interview. The primary source used for the study is questionnaire.
? ? ?
Questionnaires methods Responses of respondents. The above primary data were collected through responses of respondents was conducted through questionnaires prepared for them.
3.4.2 Secondary Data Secondary data is the information which is already available in published or unpublished form. When the needed information is collected from the census of population available in a library means then it is a secondary data. It is also used for collecting historical data. The various sources of secondary data are books, periodical, journals, directories, magazines, statistical data sources etc. The secondary source used for this study is company profile, scope, need, review of literature. ? ? ? ? ? Industry Profile Literature Review The aforesaid data were collected through Internet and company report. Company profile Product profile
3.5 TOOLS USED FOR THE STUDY The following statistical tools are used in this study ? Percentage analysis ? Chi – square distribution ? Weighted average method ? Correlation coefficient analysis
3.5.1 PERCENTAGE METHOD The percentage refers to a specified kind of each percentage are used in making comparison between two or more services of date, percentage are based in descriptive relationship. It compares the relative item. Since the percentage reduce everything to a common base and there by allow meaning comparison. Percentage of respondent = no. of respondents/total respondents*110
3.5.2 CHI – SQUARE TEST Chi – square test is a non- parametric test that establishes the independence between variables. It is measured by comparing the observed with those of expected frequencies based on the hypothesis. It is given by, ?2 = ? (O-E) 2/E Where, O – Observed Frequency, E – Expected Frequency.
3.5.3 Correlation Correlation is defined as the degree of relationship between two are more variables. It is also referred to as co variation. The co-efficient of correlation between X and Y is defined as r (X,Y) = Cov (X,Y) / ? = ( ) ( )
Cov (X,Y) / ?z ?y
CHAPTER 4 DATA ANALYSIS AND INFERENCE
4.1.1 A TABLE SHOWS THE AGE OF THE RESPONDENTS Age Below 25 25 to 30 31 to 35 Above35 Total No of respondents 31 53 17 9 110 Percentage 28.2 48.2 15.5 8.1 100
4.1.1 B CHART SHOWS THE AGE OF THE RESPONDENTS
60 50 40 30 20 10 0 Below 25 25 to 30 age 31 to 35 Above35 28.2 48.2
P e r c e n t a g e
15.5 8.1
INFERENCE It is inference that 28.2% of the respondents are at the age group of below 25 years. 48.2% of the respondents are at the age group of 25 to 30 years. 15.5% of the respondents are at the age group of 31 to 35 years. 8.1% of the respondents are at the age group of above 35 years.
4.1.2. A TABLE SHOWS MARITAL STATUS OF THE RESPONDENTS
Marital status Single Married Total
NO OF RESPONDENTS 80 30 110
PERCENTAGE 73 27 100
4.1.2. B CHART SHOWS THE MARITAL STATUS OF THE RESPONDENTS
80 70 P e r c e n t a g e 60 50 40 30 20 10 0
73
27
Single Marital status
Married
INFERENCE It is inference that 73% of the respondents are single and rests of the respondents are married.
4.1.3. A TABLE SHOWS EDUCATION QUALIFICATION OF THE RESPONDENTS
Educational qualification Diploma UG PG Total
No of respondents 30 63 17 110
Percentage 27.5 57.5 15 100
4.1.3. B CHART SHOWS THE EDUCATION QUALIFICATION OF THE RESPONDENTS
70 60 P e r c e n t a g e 50 40 30 20 10 0 Diploma UG Education qualification PG 27.5 57.5
15
INFERENCE It is inference that 27.5% of the respondents? education qualifications are diploma. 57.5% of the respondents? education qualifications are UG. 15% of the respondents? education qualifications are PG.
4.1.4. A TABLE SHOWS THE INCOME LEVEL OF THE RESPONDENTS
Income Level Below 10000 10000 to 15000 Above 15000 Total
NO OF RESPONDENTS 22 82 6 110
PERCENTAGE 20 74.5 5.5 100
4.1.4. B CHART SHOWS THE INCOME LEVEL OF THE RESPONDENTS
80 70 P e r c e n t a g e 60 50 40 30 20 20 10 0 Below 10000
74.5
5.5
10000 to 15000 income level
Above 15000
INFERENCE It is inference that 20% of the respondents? income level is below 10000. 74.5% of the respondents? income level is between 10000 to 15000. 5.5% of the respondents? income level is above 15000.
4.1.5. A TABLE SHOWS THE EXPERIENCE OF THE RESPONDENTS Experience Less than one year 1 to 3 years 3 to 5 years Above 5 years Total NO OF RESPONDENTS 67 22 12 9 110 PERCENTAGE 60.9 20 10.9 8.2 100
4.1.5. B CHART SHOWS THE EXPERIENCE OF THE RESPONDENTS
70 60.9 P e r c e n t a g e 60 50 40 30 20 20 10.9 10 0 Less than one year 1 to 3 years 3 to 5 years Above 5 years Experience 8.2
INFERENCE It is inference that 60.9% of the respondents experience are having less than one year. 20% of the respondents are having 1 to 3 years experiences and 10.9% of the respondents are having 3 to 5 years 8.2% of the respondents are having above 5 years of experiences.
4.1.6. A TABLE SHOWS THE EMPLOYEES TREATED IN THE ORGANIZATION Factors Strongly Agree Agree Neutral Disagree Strongly disagree Total NO OF RESPONDENTS 21 26 31 18 14 110 PERCENTAGE 19.1 23.6 28.2 16.4 12.7 100
4.1.6. B CHART SHOWS THE EMPLOYEES TREATED IN THE ORGANIZATION
30 23.6 P e r c e n t a g e 25 20 15 10 5 0 Strongly Agree Agree 19.1
28.2
16.4 12.7
Neutral Factors
Disagree
Strongly disagree
INFERENCE It is inference that 19.1% of the respondents are strongly agreed with fairly treated in the organization. 23.6% of the respondents are agreed with fairly treated in the organization. 28.2% of the respondents are either agreed or disagreed with fairly treated in the organization. 16.4% of the respondents are disagreed with fairly treated in the organization. 12.7% of the respondents are strongly disagreed with fairly treated in the organization.
4.1.7. A TABLE SHOWS EMPLOYEE PARTICIPATION IN DECISION MAKING Factors Strongly Agree Agree Neutral Disagree Strongly disagree Total NO OF RESPONDENTS 13 19 32 35 11 110 PERCENTAGE 11.8 17.3 29.1 31.8 10 100
4.1.7. A CHART SHOWS EMPLOYEE PARTICIPATION IN DECISION MAKING
35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral Factors Disagree Strongly disagree 17.3 11.8 10 29.1 31.8
P e r c e n t a g e
INFERENCE It is inference that 11.8% of the respondents are strongly agreed with the management encourage in participation of decision making. 17.3% of the respondents are agreed with the management encourage in participation of decision making. 29.1% of the respondents are either agreed or disagreed with the management encourage in participation of decision making.31.8% of the respondents are disagreed with the management encourage in participation of decision making. 10% of the respondents are strongly disagreed with the management encourage in participation of decision making.
4.1.8. A TABLE SHOWS EMPLOYEE FEELING OF UNDER-GRADED BY SUPERIOR Factors Sometimes Often Rarely Not All Total NO OF RESPONDENTS 8 3 21 78 110 PERCENTAGE 7.3 2.7 20 70 100
4.1.8. B CHART SHOWS EMPLOYEE FEELING OF UNDER-GRADED BY SUPERIOR
80 70 70 P e r c e n t a g e 60 50 40 30 20 20 10 0 Sometimes Often Factors Rarely Not All 7.3 2.7
INFERENCE It is inference that 7.3% of the respondents are under graded by superior at sometimes. 2.7% of the respondents are under graded by superior at often. 20% of the respondents are under graded by superior at rarely. 70% of the respondents are under graded by superior at not all.
4.1.9. A TABLE SHOWS SUPERIOR SUPPORTING AT WORK Factors Strongly Agree Agree Neutral Disagree Strongly disagree Total NO OF RESPONDENTS 31 22 36 11 10 110 PERCENTAGE 28.2 20 32.7 10 9.1 100
4.1.9. B CHART SHOWS SUPERIOR SUPPORTING AT WORK
35 30 25 20 20 15 10 10 5 0 Strongly Agree Agree Neutral Factors Disagree Strongly disagree 9.1 28.2 32.7
P e r c e n t a g e
INFERENCE It is inference that 28.2% of the respondents are strongly agreed with superior are supporting during the work. 20% of the respondents are agreed with superior are supporting during the work. 32.7% of the respondents are either agreed or disagreed with superior are supporting during the work. 10% of the respondents are disagreed with superior are supporting during the work. 9.1% of the respondents are either strongly disagreed with superior are supporting during the work.
4.1.10. A TABLE SHOWS THE PRESSURE NEED FOR THE RESPONDENT TO SUCCESS IN WORK Factors Yes No Some Times Total NO OF RESPONDENTS 44 59 7 110 PERCENTAGE 40 53.6 6.4 100
4.1.10. B CHART SHOWS THE PRESSURE NEED FOR THE RESPONDENT TO SUCCESS IN WORK
60 53.6 P e r c e n t a g e 50 40 40 30 20 10 0 Yes No Factors Some Times 6.4
INFERENCE It is inference that 40% of the respondents having pressure at work for their succeed. 53.6% of the respondents are not having pressure at work for their succeed. 6.4% of the respondents are having sometime pressure at work for their succeed.
4.1.11. A TABLE SHOWS FEELING OF FRUSTRATED IN WORK Factors Yes No Some Times Total NO OF RESPONDENTS 30 42 38 110 PERCENTAGE 27.3 38.2 34.5 100
4.1.11. B CHART SHOWS FEELING OF FRUSTRATED IN WORK
45 40 P e r c e n t a g e 35 30 25 20 15 10 5 0 Yes No Factors Some Times 27.3 38.2 34.5
INFERENCE It is inference that 27.3% of the respondents are feeling frustrated in work and 38.2% of the respondents are not having the feeling frustrated in work. But 34.5% of the respondents some time frustrated in work.
4.1.12. A TABLE SHOWS RESPONDENTS FEELING FOR WORKING MORE HOURS Factors Yes No Some Times Total NO OF RESPONDENTS 23 80 7 110 PERCENTAGE 20.9 72.7 6.4 100
4.1.12. B CHART SHOWS RESPONDENTS FEELING FOR WORKING MORE HOURS
80 70 P e r c e n t a g e 60 50 40 30 20.9 20 10 0 Yes
72.7
6.4
No Factors
Some Times
INFERENCE It is inference that 20.9% of the respondents are have the feeling of they are working more than working hours and 72.7% of the respondents are feeling that they are working for actual working time. 6.4% of the respondents are having the feeling of sometimes them working for more hours.
4.1.13. A TABLE SHOWS OVERTIME REQUIRED FOR COMPLETING TARGET Factors Yes No Some Times Total NO OF RESPONDENTS 68 26 16 110 PERCENTAGE 61.8 23.6 14.6 100
4.1.13. B CHART SHOWS OVERTIME REQUIRED FOR COMPLETING TARGET
70 61.8 P e r c e n t a g e 60 50 40 30 20 10 0 Yes No Factors Some Times
23.6 14.6
INFERENCE It is inference that 61.8% of the respondents required overtime to complete their target and 23.6% of the respondents are not required overtime to complete their target. 14.6% of the respondents are required sometimes to complete their target.
4.1.14. A TABLE SHOWS PERSONAL PROBLEMS IMPACT IN WORK Factors Sometimes Often Rarely Not All Total NO OF RESPONDENTS 41 16 42 11 110 PERCENTAGE 37.3 14.5 38.2 10 100
4.1.14. B CHART SHOWS PERSONAL PROBLEMS IMPACT IN WORK
45 40 P e r c e n t a g e 35 30 25 20 15 10 5 0 Sometimes Often Factors Rarely Not All 14.5 10 37.3 38.2
INFERENCE It is inference that 37.3% of the respondents personal problems impact in work sometimes. 14.5% of the respondent?s personal problems impact in work often. 38.2% of the respondent?s personal problems impact in work rarely. 10% of the respondent?s personal problems impact in work not at all.
4.1.15. A TABLE SHOWS THE NEGATIVE THINKING IN JOB Factors Yes No Some Times Total NO OF RESPONDENTS 24 72 14 110 PERCENTAGE 21.8 65.5 12.7 100
4.1.15. B CHART SHOWS THE NEGATIVE THINKING IN JOB
70 60 50 40 30 21.8 20
65.5
P e r c e n t a g e
12.7 10 0 Yes No Factors Some Times
INFERENCE It is inference that 21.8% of the respondents are agreed that they have the feeling of negative thinking in their job. 65.5% of the respondents are disagreed that they have the feeling of negative thinking in their job.12.7% of the respondents are either agreed or disagreed with they have the feeling of negative thinking in their job.
4.1.16. A TABLE SHOWS WORK LIFE AND PERSONAL LIFE BALANCED BY THE RESPONDENTS Factors Yes No Some Times Total NO OF RESPONDENTS 68 36 6 110 PERCENTAGE 61.8 32.7 5.5 100
4.1.16. B CHART SHOWS WORK LIFE AND PERSONAL LIFE BALANCED BY THE RESPONDENTS
70 61.8 P e r c e n t a g e 60 50 40 32.7 30 20 10 0 Yes No Factors Some Times 5.5
INFERENCE It is inference that 67.8% of the respondents are yes to their work life and personal life balanced by them. 32.7% of the respondents are no to their work life and personal life balanced by them. 5.5% of the respondents are sometimes their work life and personal life balanced by them.
4.1.17. A TABLE SHOWS PERSONAL PROBLEM INFLUENCE IN JOB PERFORMANCE Factors Yes No Some Times Total NO OF RESPONDENTS 61 16 33 110 PERCENTAGE 55.5 14.5 30 100
4.1.17. B CHART SHOWS PERSONAL PROBLEM INFLUENCE IN JOB PERFORMANCE
60 P e r c e n t a g e 50 40
55.5
30 30 20 10 0 Yes No Factors Some Times
14.5
INFERENCE It is inference that 55.5% of the respondents are agreed that their personal problem was affect job performance. 14.5% of the respondents are disagreed that their personal problem was affect job performance. 30% of the respondents are either agreed or disagreed with their personal problems was affect job performance.
4.1.18. A TABLE SHOWS RELATIONSHIP AMONG THE COLLEAGUES Factors Very Good Good Bad No Idea Total NO OF RESPONDENTS 31 56 5 18 110 PERCENTAGE 28.2 50.9 4.5 16.4 100
4.1.18. B CHART SHOWS RELATIONSHIP AMONG THE COLLEAGUES
60 50.9 P 50 e r 40 c e 30 n t a 20 g e 10 0 Very Good Good Factors Bad No Idea
28.2
16.4
4.5
INFERENCE It is inference that 28.2% of the respondents are rated very well for the relationship with colleagues. 50.9% of the respondents are rated good for the relationship with colleagues. 4.5% of the respondents are rated bad for the relationship with colleagues. 16.4% of the respondents are not answered for the relationship with colleagues.
4.1.19. A TABLE SHOWS FELLING OF THE RESPONDENTS REGARDING RESPECT WITH OTHER WORKERS Factors Strongly Agree Agree Neutral Disagree Strongly disagree Total NO OF RESPONDENTS 30 54 13 6 7 110 PERCENTAGE 27.3 49 11.8 5.5 6.4 100
4.1.19. B CHART SHOWS FELLING OF THE RESPONDENTS REGARDING RESPECT WITH OTHER WORKERS
60 50 40 30 20 11.8 10 0 Strongly Agree Agree Neutral Factors Disagree Strongly disagree 5.5 6.4 27.3 49
P e r c e n t a g e
INFERENCE It is inferences that 27.3% respondents are strongly agreed with colleagues are giving respect at organization. 49% respondents are agreed with colleagues are giving respect at organization. 11.8% respondents are either agreed or disagreed with colleagues are giving respect at organization. 5.5% respondents are disagreed with colleagues are giving respect at organization. 6.4% respondents are strongly disagreed with colleagues are giving respect at organization.
4.1.20. A TABLE SHOWS CO-WORKERS IMITATING IN ORGANIZATION Factors Sometimes Very Often Often Rarely Not All Total NO OF RESPONDENTS 19 21 7 12 51 110 PERCENTAGE 17.3 19 6.4 10.9 46.4 100
4.1.20. B CHART SHOWS CO-WORKERS IMITATING IN ORGANIZATION
50 45 P e r c e n t a g e 40 35 30 25 20 15 10 5 0 Sometimes Very Often Often Factors Rarely Not All 6.4 17.3 19 10.9 46.4
INFERENCE It is inference that 17.3% of the respondents are imitated in the organization sometimes. 19% of the respondents are imitated in the organization very often. 6.4% of the respondents are imitated in the organization often.10.9% of the respondents are imitated in the organization rarely.46.4% of the respondents are imitated in the organization not all.
4.1.21. A TABLE SHOWS RECEIVING RECOGNITION FOR DOING WORK Factors Strongly Agree Agree Neutral Disagree Strongly disagree Total NO OF RESPONDENTS 13 25 55 11 6 110 PERCENTAGE 11.8 22.7 50 10 5.5 100
4.1.21. B CHART SHOWS RECEIVING RECOGNITION FOR DOING WORK
60 50 P e r c e n t a g e 50 40 30 22.7 20 11.8 10 0 Strongly Agree Agree Neutral Factors Disagree Strongly disagree 10 5.5
INFERENCE It is inference that 11.8% of the respondents are strongly agreed with the recognition was given for doing work. 22.7% of the respondents are agreed with the recognition was given for doing work. 50% of the respondents are either agreed or disagreed with the recognition was given for doing work. 10% of the respondents are disagreed with the recognition was given for doing work.5.5% of the respondents are strongly disagreed with the recognition was given for doing work.
4.2.1 WEIGHTED AVERAGE FOR EMPLOYEE PARTICIPATION IN DECISION MAKING FACTORS Strongly Agree Agree Neutral Disagree Strongly disagree Total NO OF RESPONDENTS 13 19 32 35 11 110 WEIGHT (X) 5 4 3 2 1 WEIGHTED AVERAGE F(X) 65 76 96 70 11 318
FORMULA
Weighted Average
= = =
? fx/N 318/110 2.89 3
Weighted average round value
=
From the weighted average method it can be inferred that the respondents are either agreed or disagreed with the decision making participation in the organization.
4.2.2 WEIGHTED AVERAGE FOR RESPONDENTS RECEIVING RECOGNITION FOR THEIR WORK FACTORS Strongly Agree Agree Neutral Disagree Strongly disagree Total FORMULA NO OF RESPONDENTS 13 25 55 11 6 110 WEIGHT (X) 5 4 3 2 1 WEIGHTED AVERAGE F(X) 65 100 165 22 6 358
Weighted Average
= = =
? fx/N 358/110 3.25 3
Weighted average round value
=
From the weighted average method it can be inferred that the respondents are either agreed or disagreed with the receiving recognition for their work.
TABLE 4.3.1 THE CHI-SQUARE TEST CHI-SQUARE TEST FOR THE EXPERIENCE IN THE ORGANIZATION AND PARTICIPATION ON DECISION MAKING ENCOURAGE BY MANAGEMENT OBSERVED VALUES Decision making encourage by management Strongly agree Less than one year 1 to 3 years 3 to 5 years Above 5 years Total 0 1 5 7 13 Agree Neutral Disagree Strongly disagree 6 3 2 0 11 Total 67 22 12 9 110
9 5 3 2 19
22 9 1 0 32
30 4 1 0 35
Experience of the respondent
Null Hypothesis Ho: There is no significant difference between experience of the respondent?s and decision making activity encourage by management.
Alternative Hypothesis H1: There is significant difference between experience of the respondent?s and decision making activity encourage by management.
EXPECTED VALUES Decision making encourage by management Strongly agree Less than one year 1 to 3 years 3 to 5 years Above 5 years Total 7.91 2.6 1.41 1.06 13 Agree Neutral Disagree Strongly disagree 6.2 2.42 1.2 0.9 11 Total 67 22 12 9 110
11.57 3.8 2.07 1.55 19
19.49 6.4 3.49 2.61 32
21.31 7 3.81 2.86 35
Experience of the respondent
CHI SQUARE CALCULATIONS Observed (O)
0 1 5 7 9 5 3 2 22 9 1 0 30 4 1 0 6 3 2 0
Expected (E)
7.91 2.6 1.41 1.06 11.57 3.8 2.07 1.55 19.49 6.4 3.49 2.61 21.31 7 3.81 2.86 6.2 2.42 1.2 0.9
O-E
(O-E)2
(O-E)2/E
-7.91 -1.6 3.59 5.94 -2.57 1.2 0.93 0.45 2.51 2.6 -2.49 -2.61 8.69 -3 -2.81 -2.86 -0.2 0.58 0.8 -0.9
62.5681 2.56 12.8881 35.2836 6.6049 1.44 0.8649 0.2025 6.3001 6.76 6.2001 6.8121 75.5161 9 7.8961 8.1796 0.04 0.3364 0.64 0.81
TOTAL
7.91 0.984615 9.140496 33.28642 0.570864 0.378947 0.417826 0.130645 0.323248 1.05625 1.776533 2.61 3.543693 1.285714 2.072467 2.86 0.006452 0.139008 0.533333 0.9 69.92651
Calculated Value Degree of Freedom
69.92 (r-1)*(c-1) = (4-1)*(5-1) = 12
Level of significance Table Value Outcome:
0.05 21.03
As the calculated value is higher than the tabulated value the null hypothesis Ho is rejected and alternate the hypothesis H1 is accepted.
INFERENCE There exists significant difference between experience of the respondent?s and decision making activity encourage by management.
TABLE 4.4.1 CORRELATION ANALYSIS: CORRELATION ANALYSIS FOR THE SUPERIORS SUPPORTING LEVEL AND RECEIVING RECOGNITION FROM SUPERIOR FOR THE PERFORMANCE The correlation is one of the most common and most useful statistical tools. A correlation is a single number that describes the degree of relationship between two variables.
Where: n = number of pairs of respondents ?xy = sum of the products of paired respondents ?x = sum of x respondents ?y = sum of y respondents ?x² = sum of squared x respondents ?y² = sum of squared y respondents Factors Strongly Agree Agree Neutral Disagree Strongly disagree Total NO OF RESPONDENTS 13 25 55 11 6 110
Factors Strongly Agree Agree Neutral Disagree Strongly disagree Total
NO OF RESPONDENTS 31 22 36 11 10 110
Here we take two variables x and y, x = number of respondents for recognition received from superior y = number of respondents for superior supporting level.
CORRELATION x 13 25 55 11 6 ?x =110 y 31 22 36 11 10 ?y =110 x² 169 625 3025 121 36 ?x² =3976 y² 961 484 1296 121 100 ?y² =2962 xy 403 550 1980 121 60 ?xy =3114
r=
(
?
)
(
)( ( )
) ( )
(
) (
)?
r=
r=
r= r = 0.75 INFERENCE The coefficient 0.75 which denotes that there is a positive correlation between the two variables, the superiors supporting level and receiving recognition from superior for the performance.
CHAPTER 5
5.1 FINDINGS
? ? ? ? ? ? ? ? ? ? ? ? ? ? ? It is inference that 48% of the respondents are from the age group of 25 to 30 years and only 8% of the respondents are from the age group of above 35 years. It is inference that 73% of the respondents? marital status is single. It is inference that 57% of the respondents? education qualification is under graduation. It is inference that 74% of the respondents? income level is between 10000 to 15000 per month. It is inference that 60% of the respondents are having less than one year experience in the organization. It is inference that 28% of the respondents are either agreed or disagreed with the fair treatment in the organization. It is inference that 42% of the respondents are not encouraged in participation in decision making. It is inference that 70% of the respondents are not under graded by their superior at all. It is inference that 32% of the respondents either agreed or disagreed with the support given by the superior at work. It is inference that 53% of the respondents are not need the pressure to succeed in their targets. It is inference that 38% of the respondents are not frustrated (disappointment) feeling at their performance. It is inference that 73% of the respondents are feeling they are working for perfect working hour. It is inference that 62% of the respondents are need overtime to complete their project given by the organization. It is inference that 76% of the respondents? personal problems are sometime and rarely impact in the work. It is inference that 65% of the respondents are not having negative thinking about their job.
? ? ? ? ? ? ? ? ? ?
It is inference that 62% of the respondents are balancing their work life and personal life very well. It is inference that 55% of the respondents are agreed that their personal problems are influence in their performance. It is inference that 51% of the respondents are having good relationship between the colleagues and superiors. It is inference that 49% of the respondents are agreed that respect given equal among the other workers. It is inference that 49% of the respondents are agreed that they are not imitating by other workers at all. It is inference that 50% of the respondents are either agreed or disagreed for receiving recognition for doing work. From the weighted average method it is inferred that the respondents are either agreed or disagreed with the decision making participation in the organization. From the weighted average method it is inferred that the respondents are either agreed or disagreed with the receiving recognition for their work. From the chi-square method it is inference that there is significant difference between experience of the respondent?s and decision making activity encourage by management. From the coefficient analysis it is inference that there is a positive relationship between the superiors supporting level and receiving recognition from superior for the performance.
5.2 SUGGESTION
Majority of the employees feel that they are not encouraged to participate in decision making; hence the management may follow employee empowerment technique. Majority of the workers feel that the personal problems has impact a lot on their wok life, hence the management may arrange counseling for the employees. Majority of the workers feel that they need over time to complete their work, hence the management may consider some remedial measures to overcome this problem. The organization can introduce employee assistance programme (EAP) and stress control workshops according to the level of employees because there is a strong relation between the level of stress and level of employees. EAPs includes counseling employees who seek assistance and how to deal with managing personal finance, handling conflicts at the workplace, dealing with marital and other family problems, and coping with health problems.
5.3 CONCLUSION
Stress in the work place has become the black plague of the present century. Much of the stress at work is caused not only by work overload and time pressure but also by lack of rewards and praise, and more importantly, by not providing individuals with the autonomy to do their work as they would like. Most of the employees were not satisfied with the grievance handling procedure of the organization which was found by the unstructured interview. Organization must begin to manage people at work differently, treating them with respect and valuing their contribution. If we enhance the psychological well being and health of the employee in the coming future the organization would make more revenue as well as employee retention. Because it is said that, „a healthy employee is a productivity employee?
APPENDIX
A Study on Stress Management at TAYSEER CONSULTANCY PVT LTD
DEMOGRAPHIC DETAILS: (Personal Data) Name (Option) Age Marital Status Education Qualification Income Experience : : : : : : Diploma 10000 UG PG >15000
10001 to 15000
1. Employees are treated fairly and respectfully Strongly agree 5 4 3
2
Strongly Disagree 1
2. Employee?s participation and decision-making is encouraged by management? Strongly agree Strongly Disagree 5 4 3 2 1 3. Do you feel that you are under-graded by your superior?
4. The superiors are supporting you during the work. Strongly agree 5 4 3 5. Do you feel that you are under great pressure to succeed?
2
Strongly Disagree 1
6. Are you becoming frustrated with your work?
7. Do you feel that you work for more hours?
8. Do you feel that you need extra working hours to complete at given work?
9. Do you feel that your personal problems have impact on your work efficiency? not all 10. Do you feel that you have negative thinking about your job?
11. Is your work life and personal life is balanced?
12. Are you disturbed with your personal problems during work hours?
13. How would you rate your relationship with your colleagues? ood Very good Bad 14. Do you feel that you are not given good respect among your colleagues? Strongly agree Strongly Disagree 5 4 3 2 1 15. Are you easily imitated by your co-workers
16. You have received recognition or praise for doing good work. Strongly agree 5 4 3 2
Strongly Disagree 1
BIBLIOGRAPHY Books Organizational behavior Research methodology Personal management Stress Management S S Khanka C R Kothari S V Gankar Jonathan C. Smith
Internet sources
www.managementhelp.org www.wikipedia.org www.manpowerindia.net www.managementone.in
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