INTRODUCTION
COMPANY PROFILE
PRODUCT PROFILE
Chapter 1 Company profile
1.1COMPANY PROFILE
WIPRO founded in 1945, is today amongst the top 100 publicly held corporations in India. It is a Multi-business, Multi-company group, with a strong base in Consumer products, having diversified and achieved leadership in Hydraulics, Computer hardware and software, Electronic instruments and Export of leather products. Diversification into IT happened in 1980 and since then there has been no looking back.
MISSION
Quality and Information Management – allocates resources, establishes and focuses corporate initiatives and transfers ideas from outside into the corporation and across businesses. The diversity of corporation is integrated through their Promise and Five Year Vision. Key initiatives and best practices are shared across the corporation through the Corporate Executive Council and the Human Resources, Finance, Legal, Quality, Information Management and Sales and Marketing Councils. They seek leadership in all the businesses.
Chapter 1 Company profile
The Four core values encapsulated in their promise are:
Human values:
Respect to customers as individuals, recognize that they have needs and continuity strive towards satisfying those needs to improve the quality of their lives.
Integrity:
Their individual and business relationships are governed by the highest standards of integrity.
Innovative Solutions:
They constantly research and develop superior product and services that meet the ever-changing needs of the customers.
Value for Money:
They promise to serve the customers with continues improvement in quality, and cost and delivery of products and services.
Logo and Caption
Their future will be charted by their core values. These values will manifest themselves through their new corporate identity, a unique symbol with a Rainbow Flower, and a positioning statement Wipro Applying Thought.
Chapter 1 Company profile
Milestones
1980: diversification into Information Technology
1990: Incorporation of Wipro-GE medical systems
1992: Going global with global IT services division
1993: Business innovation award for offshore development
1995: Wipro gets ISO 9001 quality certification, re-certified twice for
mature processes
1997: Wipro gets SEI CMM level 3 certification, enterprise wide
processes defined
1998: Wipro is the first software company in the world to get SEI
CMM level 5
1999: Wipro’s market capitalization is the highest in India
2000: Start of the six Sigma initiative, defects prevention practices
initiated at project level
2001: First Indian company to achieve the “TL9000 certification” for
industry specific quality standards
2001: World’s first PCMM Level 5 company
2001: Ranked 87 among 100 best performing technology companies
globally (Business Week, June 2001)
2002: World’s first CMMI version 1.1 level 5 company
Chapter 1 Company Profile
Exports Division / General
The Exports Division of WIPRO LIMITED was set up in 1984 to manufacture and export value added leather products. The division started with the manufacture of shoe plant to the factory.
But due to the changing market and fashion, it is focusing on manufacture of shoe uppers only. WIPRO is “International Super Star Service Export House” recognized by Govt. of India.
The division exports shoe uppers, full shoes to customers in UK. In keeping with the philosophy of the group, professionals – technical and management, manage the Exports division. A highly skilled and experienced workforce ensures quality workshop.
The factory is located at Guduvancheri just outside Chennai City. It has a total area of about 4 acres and built up in a space of 84000 Sq. Ft.
Exports:
This division is mainly dependent on imported raw materials and components and therefore it does not consider the variations in foreign currency. Reduction in interest rate on packing credit from 12% to 10% has helped the export business to certain extent.
Chapter 1 Company Profile
The yield in leather cutting has improved with better controls in the tanneries operations.
Sterling pound has steadily increased during the year than US Dollar.
However with import components high, this has helped in marginally better contribution.
Manufacturing Facilities:
Wipro has a modern factory with state of the art equipment from Sandt, Fortuna, Pfaffa, Adles, Schon, Brustia, Falan etc.,(reputed machine manufacturers). The factory has integrated manufacturing facilities enabling WIPRO to manufacture 25,000 pairs of shoe uppers per week.
Quality Assurance:
WIPRO Quality Assurance Team exercise strict in process quality control at all stages between manufacturing and delivery. This includes testing of leather at well-equipped QC Laboratory.
Wipro Exports Division in process quality control program has also been approved by the “Export Inspection Agency” of the Government of India – recognition of the fact that Wipro’s finished products are of the highest quality.
Chapter 1 Product profile
1.1 PRODUCT PROFILE
Choice of Leathers:
Over the years, Wipro’s team a qualified leather technologies have developed expertise in working with Kid/goat, Cow, Buff and Sheep leathers – Semi Chrome and Full Chrome. The Division has the ability to provide flat, dry milled and printed leathers as well as suede and nubuck. The range of finishes includes Glazed, Resin, Anline, Antique, Burnished, Water Repellent and Brush-off.
Raw Materials:
There is considerable price advantage of purchasing raw hides instead of wet blue. Latest containers of raw hides were tanned by using imported chemicals and result was very good. The samples made out of these wet blue were approved by K’ shoes. There is good scope of switching over by K’ shoes to Indian processed leather from UK finished leather.
Process of Upper Manufacturing
Cutting:
The cutting operation consists of components Cutting, Stamping, Splitting and Skiving.
Chapter 1 Product profile
Components Cutting:
All the components (upper, lining, interlining etc) are cut in cutting machine. These machines are basically hydraulic presses. Specially made cutting dies are employed for cutting. The cut components are then inspected for correctness of quality. After the inspection stage these components passed to the next stage like viz. Stamping.
Stamping:
Stamping is done for identification and matching purposes. This stamping is done by not moulds employing stamping foils. The stamping formation generally includes the style, customer code and size. A stamping machine is employed for this purpose. After the stamping is over the components are passed to the next operation viz. Splitting.
Splitting:
Splitting is an operation which is employed to reduce the thickness of cut components as per specification for this purpose the splitting machine having flexibility of achieving various thickness is employed. A split component is passed to the next operation viz. Skiving.
Chapter 1 Product profile
Skiving:
Certain areas of the cut components are reduced in thickness (both plain and taper) as per specifications is skiving. A skiving machine is employed for this purpose. The skived components are passed to the next section namely prefabrication for further processing.
Prefabrication:
Prefabrication section is basically meant for preparing the cut components for serving and closing components are attached as per specifications.
Spraying:
Components are sprayed with adhesive over the mating surfaces. For these purposes, rotary spray guns are employed. After allowing a certain dying time, the sprayed components will be passed to the next separation viz. Attaching.
Attaching:
The sprayed and dried components are attached manually and pressed firmly to affect a good bonding. The attached components are passed to the next operation viz. Ironing.
Chapter 1 Product profile
Ironing:
The ironing operation is employed to remove the wrinkles that might have occurred during the process of manual attaching. The ironed components are passed to the next operation viz. Marking.
Marking:
The components to be stitched are to be properly marked for correct orientation; marking of components is done manually by using the specified templates. The marked components are then passed to the next section viz. Sewing.
Sewing:
In sewing section, the components like vamp, plug, saddle are joined together to form an upper by stitching.
Stitching Back seam:
Different types of sewing machines are employed to stitch various components such as top line binding, plug linings, saddle, decoration pieces etc.
Binding and Folding:
In saddles and decoration pieces, the edges are to be folded and bound to achieve good looks. A binding and folding machine is employed for this purpose. All the stitched uppers are then inspected
Chapter 1 Product profile
for their conformation with their required specification. The inspected uppers are then passed to the next section namely Closing.
Closing:
In closing section the upper gets the final touches.
Eyeleting:
In styles, which employ lacing, (eyelets) are attached by means of an eyeleting machine.
Performing:
The performing is employed to make the upper stable three dimensionally. A performing machine is used to convert the plain upper into a three dimensional upper.
Thread Burning:
Though the sewing machines are having a capability for trimming the excess threads sometimes there may be some excess threads protruding in the uppers due to various reasons. The thread-burning device is used for removing the extra threads by burning.
The completed uppers are now inspected for all quality points and specifications. The uppers, which pass this inspection, are now ready for packing and dispatching.
Chapter 2 Introduction of the problem
2.1 Statement of the problem:
Stress has become a major concern of the modern times as it can cause harm to employee’s health and performance. Work related stress costs organization billions of dollars each year through sickness, turnover and absenteeism.
So it become necessary for every organization to know the level of stress and its consequences on the employee so as to over come it.
This study on the impact of stress at permanent workers of Wipro Leather Division was conducted to know the level of stress and its consequences face by the workers and to know how do they cope up with stress.
Chapter 2 Introduction of the problem
2.2 Objectives
To study the level of stress on workers level.
To determine the level of stress with respect to occupation and work experience.
To study the level of physical ,psychological and behavioral consequences.
To determine the level of overall consequences with respect to gender and age group.
To study the coping up techniques as how they overcome stress.
To give constructive suggestion to the management as how to minimize stress.
Chapter 3 Theoretical perspective
3.1 INTRODUCTION
Stress has become a major concern of the modern times as it can cause harm to employee’s health and performance. Different psychologists and physiologists have defined stress differently. In simple words, stress refers to pressure or tensions people feel in life. As living human makes constant demands, so it produces pressure, i.e., stress. Stress is, therefore, a natural and unavoidable feature of human life.
3.2 Meaning and Definition of Stress
Stress is an experience that creates physiological and psychological imbalances within a person. It is a body reaction to any demands or changes in its internal and external environment, such as temperature, pollution, humidity and working conditions, it leads to stress. In these days of competition when one wishes to surpass what has been achieved by others, leading to an imbalance between demands and resources, it causes psychological stress. Thus, stress is a part and parcel of everyday life.
Selye has defined stress as “ the non-specific response of the body to any demand made upon it”.
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3.3 Nature of Stress
Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important.
Stress is not necessarily bad in and of itself. While stress is typically taken in a negative sense, it also has positive value. It is an opportunity when it offers potential gain. Consider, for example, the superior performance that an athlete or stage performer gives in “difficult” situations. Such individuals often use stress positively to rise to the occasion and perform at or near their maximum.
Stress is associated with constraints and demands. The former prevents you from doing what you desire. The latter refers to the loss of something desired. So when you take a test at a school or you undergo your annual performance review at work, you feel stress because you confront opportunity, constraints, and demands. A good performance review may lead to a promotion, greater responsibilities, and a higher salary, but a poor review may prevent getting the promotion. An extremely poor review might even result in being fired.
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Two conditions are necessary for potential stress to become actual stress. There must be uncertainty over the outcome and the outcome must be important. Regardless of the conditions, it is only when there is doubt or uncertainty regarding whether the opportunity
Will be seized, the constraint removed, or the loss avoided that there is stress. That is stress is highest for those individuals who perceive that they are uncertain as to whether they will win or loss and lowest for those individuals who think that winning or losing is a certainty. But importance is also critical. If winning or losing is an unimportant outcome, there is no stress. If earning a promotion doesn’t hold any importance to a person, he would have no reason to feel stress over having to undergo a performance review.
3.4 Eustress and Distress
Stress is anything that changes our physical, emotional or mental state while encountering various stimuli in our environment. Selye has used two separate terms to distinguish between the positive and negative effects of stress on the individual, even though bodily reactions to the two forms of stress are similar. Eustress is ‘positive’
stress that accompanies achievement and exhilaration. Eustress is the
stress of meeting challenging such as those found in a managerial job
or physical activity. Distress is when we feel insecure, inadequate, helpless or desperate as the result of too much, or too little, pressure
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or tension. Seley’s stress and job performance model applies this conception to job performance. It suggests that optimum stress (or eustress) may be achieved at work and reflected in job performance when jobs provide adequate challenges, but not too little or too much
pressure as shown in Figure by the inverted U-shaped curve. Thought can sense and determine how much stress is functional for him to operate in a productive manner.
High
UNDER-STRESSED OVER-STRESSED
(Distress) (Distress)
OPTIMUM
STRESS
(Eustress)
Low
LOW STRESS HIGH
Job Performance Model
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3.5 Types of Stress
* Frustration
* Conflict
* Change
* Pressure
Frustration
Frustration occurs in any situation in which the pursuit of some goal is thwarted. In essence, we experience frustration when we want something and we can’t have it. We all have to deal with frustration virtually everyday.
Failures and losses are two common kinds of frustration that are often very stressful. We all fail in at least some of our endeavors. Some of us make failure almost inevitable by setting unrealistic goals for ourselves.
Frustration may be self-imposed in that we frequently erect barriers to our success.
Conflict
Conflict occurs when two or more incompatible motivations or behavioral impulses compete for expression.
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Types of conflict
Approach-approach conflict
In an approach-approach conflict a choice must be made between two attractive goals. The problem, of course, is that we can choose just one of the two goals. For example, we have a free afternoon ; should we play tennis or racquetball? We’re out for a meal; do we want to order the pizza or the spaghetti? We can’t afford both; should you buy the blue sweater or the gray jacket?
Among the three kind of conflict, the approach-approach type tends to be the least stressful. People usually don’t stagger out of restaurants, exhausted by the stress of choosing which of several appealing entrees to eat. In approach-approach conflicts we typically have a reasonable happy ending which ever way we decide to go nonetheless centering on important issues may sometimes be troublesome.
Avoidance-avoidance conflict
In an avoidance-avoidance conflict a choice must be made between two unattractive goals. Forced to choose between two repelling alternatives, as they say, “caught between the devil and the deep blue sea”. Avoidance-avoidance conflicts are most unpleasant and very stressful. Typically people keep delaying their decision as long as possible hoping that they will some how be able to escape the conflict situation.
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Approach-avoidance conflict
In an approach-avoidance conflict a choice must be made about whether to pursue a single goal that has both attractive and unattractive aspects. For instance, imagine that you are offered a career promotions that will mean a large increase in pay. The catch is that you will have to move to a city that you hate. Approach-avoidance conflicts are very common, and they can be very stressful.
Change
There is evidence that life changes may represent a key type of stress. Life changes are any noticeable alterations in one’s living circumstances that require readjustments.
A life change is any meaningful change in a person’s personal or work situation. Holmes and Rahe reasoned that major changes in a person’s life can lead to stress and eventually to disease. Several of these events relate directly (fired from work, retirement) of indirectly (change in residence) to work.
Each event’s point value supposedly reflects the event’s impact on the individual. At one extreme, a spouse’s death, assumed to be the most traumatic event considered, is assigned a point value of 100. at the other extreme, minor violations of the law only 11points. The
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points themselves represent life change units, or LCUs. Both negative events (divorce and trouble with the boss) as well as positive ones (marriage and vacations) may be assigned point values or LCUs.,
Example for Various life-change events
Life change Events
Family
Death of spouse
Divorce
Marital separation
Death of close family member
Marriage
Pregnancy
Son or daughter leaving home
Personal
Detention in jail
Major personal injury or illness
Sexual difficulties
Death of a close friend
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Outstanding personal achievement
Start or end of formal schooling
Changing to a new school
Change in residence
Major change in eating habits
Vacation
Work
Being fired from work
Retirement from work
Changing to different line of work
Trouble with boss
Financial
Major change in financial state
Mortgage foreclosure
Pressure
Pressure involves expectations or demands the one behave in a certain way. Pressure can be divided in two subtypes : i) the pressure to perform and
ii)the pressure to conform. We are under pressure to perform when we are expected to execute tasks and responsibilities quick efficiently, and successfully.
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3.6 Causes of stress
The factors which have the potential to cause stress may be grouped under two headings, namely : (1) Organizational stressors, and (2) individual stressors.
Organizational Stressors
Task demands:
Task demands are stressors associated with the specific job a person performs. Some occupations are by nature more stressful than others. The jobs of surgeons, air traffic controllers, and professional football coaches are more stressful than those of general practitioners, airplane baggage loaders and football team equipment managers.
Beyond specific task-related pressures, other aspects of job may pose physical threats to person’s health. Unhealthy conditions exist in occupations such as coal mining and toxic waste handling. Security is another task demand that cause stress. Someone in a relatively secure job is not likely to worth unduly about losing that position. Threats to job security can increase stress dramatically. For example, stress generally increases throughout an organization during a period of layoffs or immediately after a merger with another firm.
Role demands:
The source of stress in organizational role include role ambiguity, role conflict, responsibility towards people and things and
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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 is more stress generating than responsibility towards things (i.e., equipment, material, etc.) other role stressors include lack of participation in decision-making, lack of managerial support and need for maintaining high standards of performance.
Inter-personal relationship at work:
The nature of relationship with one’s boss, subordinates and colleagues also form a major source of stress. Poor relations involve low trust, low supportiveness and low interest in listening to and dealing with organizational problems of the members. The members feel more stress if the boss is low on ‘consideration’. ‘Task oriented’
Managers cause more stress to subordinates than ‘people-oriented’ managers. Not only has the pressure of relationship generated stress also by a lack of adequate social support from colleagues during difficult situations.
Organizational structure and climate:
This source of stress involves perception of being in the organization and a threat to one’s freedom, autonomy and identity.
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Specifically such stressors include: little or no participation in decision-making, lack of belongingness, lack of effective consultation, poor communication, restrictions on behavior and politics by some organizational members.
Organizational leadership:
Leadership style also may cause stress. Suppose an employee needs a great deal of social support from his leader but the leader shows no concern or compassion for him. This employee will
Probably feel stressed. Similarly, assume an employee who has a strong need to participate in decision-making and to be active in all aspects of management. But his boss is very autocratic and refuses to consult subordinates about anything. Naturally, stress is likely to result.
Group pressures:
Group pressures may include pressure to restrict output, pressure to conform to the group’s norms, and so forth. For instance, it is quite common for a work group to arrive at an informal agreement about how much each member will produce. Individuals who produce much more or much less than this level may be pressurized but the group to get back in line. An individual who feels a strong need to vary from the group’s expectations (perhaps to get a pay raise or promotion) will experience a great deal of stress, especially if acceptance by the group is also important to him or her.
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Individual stressors:
Some stressors at the level of an individual may arise in the context of organization life or personal life. These include: career development, personality type, life change and life trauma which are discussed below:
Career Development:
There are two major cluster of stressors relating to career development: (i) lack of job security (fear of redundancy, obsolescence or early retirement) ; (ii) status incongruity (under or over promotion and frustration stemming from attainment of one’s career ceiling).
Type A and B Personality Profiles:
Two cardiologists, Meyer Friedman and Ray Rosenman, first observed Type A and B profiles. They first got the idea when a worker repairing a upholstery on their waiting-room chairs noted that many of the chair s were worn only on the front. This suggested to the two cardiologists that many heart patients were anxious and had a hard time sitting still-they were literally sitting on the edges of their seats.
Using this observation as a starting point, Friedman and Rosenmen began to study the phenomenon more closely. They
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eventually concluded that their patients were exhibiting one of the two very different types of behavior patterns. Their research also led them to conclude that the differences were personality-based. They labeled these two behavior types as Type A and Type B.
The extreme Type A personality is characterized by feeling a chronic sense of time urgency and by an excessive competitive drive. The Type A individual is “aggressively involved in a chronic, incessant struggle to achieve more and more in less and less time, and if required to do so, against the opposing efforts of other things or other persons. “the characteristics of Type A personality include the following:
always moving, walking talking and eating rapidly.
Feeling of impatience with the rate at which most events take place.
Striving to think or do two or more things simultaneously.
Persistent inability to cope with leisure time.
Obsession with numbers; success is measured in terms of how much of everything they acquire.
Aggressive and competitive attitude.
Constantly feels under time pressure.
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In constantly to the Type A personality, there is the Type B, who is exactly opposite. Type B’s are “rarely carried by the desire to obtain a wildly increasing number of things or participate in an endless growing series of events in an ever decreasing amount of time. Type B personalities can be identified by the following characteristics:
Never suffer from a sense of time urgency with its
accompanying impatience.
Feel no need to display or discuss either their achievements or accomplishments unless such exposure is demanded by the situation.
Play for fun and relaxation, rather than to exhibit their superiority at any cost.
Can relax without guilt.
Have no pressing deadlines.
Are mild mannered.
Are never in a hurry.
One should not draw the conclusion that Type A people are more successful than Type B people. In reality, however, this is not necessarily true. The Type B people is not necessarily any more or less successful than Type B person is not necessarily any more or less successful than Type A. There are several possible explanations for
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this. For example, Type A people may alienate others because of
their drive and may miss out an important learning opportunities in their quest to get ahead. Type B, on the other hand, may have better inter-personal reputation and may learn a wider array of skills.
Life changes:
A life change is any meaningful change in a person’s personal or work situation. Holmes and Rahe reasoned that major changes in a person’s life can lead to stress and eventually to disease. Several of these events relate directly (fired from work, retirement) or indirectly (change in residence) to work.
Each event’s point value supposedly reflects the event’s impact on the individual. At one extreme, a spouse’s death, assumed to be the most traumatic event considered, is assigned a point value of 100. at the other extreme, minor violations of the law only 11points. The points themselves represent life change units, or LCUs. Both negative events (divorce and trouble with the boss) as well as positive ones (marriage and vacations) may be assigned point values or LCUs.
Holmes and Rahe argued that a person can handle a certain threshold of LCU’s, but beyond that level problems cannot be settled. In particular, they suggested that people who encounter more than 150 LCU’s in a given year will experience a decline in their health the following year. A score of between 150 and 300 LCU’s supposedly
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carries a 50 percent chance of major illness, while the chance of major illness is said to increase to 70 percent if the number of LCU’S
exceeds 300. these ideas offer some insight into the potential impact of stress and underscore our limitations in coping with stressful events. However, research on Holmes and Rahe’s proposals has provided only mixed support.
Life trauma:
A life trauma is any upheaval in an individual’s life that alters his or her attitudes, emotions, or behaviors. To illustrate, according to the life change view, a divorce adds to a person’s potential for health problems in the following year. At the same time, the person will obviously also experience emotional turmoil during the actual divorce process. This turmoil is a form of life trauma and will clearly cause stress, much of which may spill over into work place.
Life trauma is similar to life change, but it has a narrower, more direct, and shorter-term focus. Major life traumas that may cause stress include marital problems, family difficulties, and health problems initially unrelated to stress. For example a person learns that he has developed arthritis that will limit his favorite hobby. His dismay over the news may translate into stress at work. Similarly, a worker going through a family breakup will almost certainly go through difficult periods. Some of which will affect his job performance.
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3.7 CONSEQUENCES OF STRESS
Stress can produce three types of consequences as follows:
Individual consequences,
Organizational consequences, and
Burnout.
Individual consequences
Stress is both a friend and a foe. Stress is not always demanding or bad. A mild stress may lead to increase in employee’s job performance. People in certain jobs such as newspapers journalists and television announcers who work under time pressures would seem to benefit from mild level of stress. Yet, the mild level of stress will vary from individual to individual. But, high level of stress has three types of harmful consequences of the individual as discussed below.
Impact on Health:
Stress has tremendous impact on physical health of the employees. A high level of stress is accompanied by high blood pressure and high level of cholesterol. It may lead to heart disease, ulcers and arthritis. Health care professionals have reported that up to 90 percent patients complain of stress related symptoms and disorders.
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Psychological Consequences:
The symptoms of psychological consequences are anger, anxiety, depression, nervousness, irritability and tension. These psychological outcomes of stress, in turn, lead to lowering of self-esteem, resentment of supervision, inability to concentrate and make wrong decisions. These all boil down to poor job performance.
Impact on Behaviors:
Stress, if sustained over a long period, also adversely affects the employee’s behavior. The consequences of stress on employee’s behavior reflected include over-eating or under-eating, sleeplessness, increased smoking and drinking and drug abuse. Employees may experience stress and react by getting funk and staying home from work on the next day with hangover. They may eventually quit or be sacked from the job. research has proved that the employees suffering from job stress become less cooperative at home also. Stress, if continued beyond the abilities and capacities of employee to respond, leads to the physical and psychological exhaustion and possibly ultimate collapse. Stress is, therefore, considered an ‘invisible killer also’.
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Organizational Consequences
The above individual consequences of stress can affect the organization also. The adverse consequences on the organization include low performance and productivity, high rates of absenteeism and turnover, lost customers because of poor worker attitudes, increased alienation of the worker from the job, and even destructive and aggressive behaviors resulting in strike and sabotage. The stress experienced by employees who take on critical roles and are responsible for public safety can sometimes be detrimental to the well being of the constituents served. For instance, stress experienced by a train driver or an airplane pilot, can endanger several precious lives. Thus, the costs of employee stress to the organization in terms of lost profits, declining assets. Bad image and loss of future business are enormous.
Burnout
Burnout is a general feeling of exhaustion that develops when a person simultaneously experiences too much pressure and has too few sources of satisfaction. Quite often, people with high aspirations and strong motivation to get things done are prime candidates for burnout under certain conditions. They are especially vulnerable when the organization suppresses or limits their initiative constantly demanding that serve the organization’s own ends.
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In such a situation, the individual is likely to put too much of himself into the job. The most likely effects are prolonged stress, fatigue, frustration and helplessness under the burden of overwhelming demands. The person literally exhausts his aspirations and motivation, much as a candle burns itself out. Loss of self-confidence and psychological withdrawal follow leading to burnout as shown in the figure.
Burnout
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Burnout is often associated with a mid-life or mid career crisis, but it can happen at different times to different people. Individuals in
the helping professions, such as teachers and counselors, seem to be susceptible to burnout because of their jobs, whereas other may be vulnerable because of their upbringing, expectations, or personalities. Burnout is frequently associated with other under stressful and tension-filled conditions.
3.8 Responding to stress:
Our response to stress is complex and multidimensional stress affects us at several levels.
Emotional response Annoyance, anger, anxiety fear, grief.
Physiological response
Responding Autonomic arousal, hormonal,
To stress fluctuations, neurochemical stress changes and so on
Behavioral response
Copying efforts, such as lashing out at opens blaming oneself and releasing emotions.
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3.9 Coping Strategies at the Organizational Level
Organizational role clarity:
People experience stress when they are not clear about what they are expected to do in the organization. This may happen because there is ambiguity in the role or there is role conflict. Such a situation can be overcome by defining each role more clearly. Role analysis technique helps to analyze what the job entails and what the expectations are. Breaking down the job to its various components will clarify the role of the job incumbent for the entire system. This will help to eliminate imposing unrealistic expectations on the individual leading to reduce stress.
Job Redesign:
Job may be a source of stress to many individuals. Properly designed jobs and work schedules can help ease stress in the individuals and the organization.
Stress Reduction and Stress Management Programmes:
Stress reduction programmes aim to identify relevant organizational stressors and thus to reduce their effects by redesigning, reallocating workloads, improving supervisory skills, providing more autonomy or job variety, etc. stress management schemes usually focus on training individual employees or their work groups, to manage their stress symptoms in more effective ways.
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Collateral Programmes (personal wellness):
A collateral stress program is an organizational programme specifically created for the well being of the employees. Organization have adopted stress management programmes, health promotion programmes, career development programmes, counseling and other kinds of programmes for this purpose.
Supportive organizational climate:
Many organizational stressors emerge because of faulty organizational policies and practices. To a great extent, creating supportive organizational climate can control these. Supportive organizational climate depends upon managerial leadership rather than the use of power and money to control behavior. The focus is primarily on participation and involvement of employees in decision-making process. Such a climate develops belongingness among the employees, which helps them reduce their stress.
Counseling:
Counseling is discussion of a problem by a counselor with an employee with a view to help the employee cope with it better. Counseling seeks to improve employee’s mental health by the release of emotional tension, which is also known as emotion catharsis. People get an emotional release from their frustrations and other problems whenever they have an opportunity to tell someone about them.
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Coping Strategies by Individuals
Individuals can use the following techniques to overcome stress:
Relaxation:
Coping with stress requires adaptation. Proper relaxation is an effective way to adapt. Relaxation can take many forms. One way to relax is to take regular vacations. It has been observed that people’s attitude towards a variety of workplace characteristics improve significantly following a vacation. People can also relax while on the job. For example, it has been recommended that people take regular rest breaks during their normal workday. A popular way of resting is to sit quietly with closed eyes for about ten minutes every afternoon.
Time management:
Time management is often recommended for managing stress. The idea is that many daily pressures can be eased if a person does a better job of managing time. One popular approach to time management is to make a list every morning of the things to be done that day. The things to be done may be arranged in the list according to their importance. This strategy helps people to get more of the important things done every day. It also encourages delegation of less important activities to others.
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Role management:
Under this, the individual works to avoid role overload, role ambiguity and role conflict. For instance, if a worker does not know what is expected of him, he should ask for clarification from his boss. A worker should accept extra work if he feels that he would be able to do that.
Meditation:
Another way to reduce stress is meditation. Meditation involves quiet, concentrated inner thought in order to rest the body physically and emotionally. It helps remove a person from stressful world temporarily.
Support group:
It is a group of friends or family members with whom a person can share his feelings. Supportive family and friends can help people cope routine types of stress on an ongoing basis.
Exercise
Exercise also can help to reduce stress. It may seem contradictory to say that both relaxation and exercise reduce stress, but exercise helps people relax. Exercise is a particularly helpful way to deal with nervousness about a future stressful event.
Chapter 3 Theoretical perspective
Distraction:
Distraction also helps us to cope with stress that is not painful. People who are concentrating on a difficult task find it helpful to take a break once in a while. They may go to a movie, read something entertaining, play a round of golf, or just daydream. Furthermore, trying to find the humor in a stressful situation often provides an effective distraction.
3.10 Conclusions:
Stress involves circumstances and experiments that are perceived as threatening. Stress is a common, everyday event, and even seemingly minor stressors or hassles can be problematic. To a large degree, stress lies in the eye of the beholder. Whether one feels threatened by events depend on how one appraises them.
Stress events help to satisfy our needs for stimulation and challenge. Stress frequently promotes personal growth or self-improvement. Stressful events sometimes force us to develop new skills, learn new insights, and acquire new strengths. In other words, the adaptation process initiated by stress may lead to personal changes that are changes for the better. Confronting and conquering a stressful challenge may lead to improvements in specific coping abilities and to and to enhanced self-esteem. In sight of the negative effects that stress can have, improved stress tolerance is a desirable goal.
Chapter 4 Research methodology
4.1 Research design:
The research design adopted for the project is descriptive research. This research was undertaken to study the level of stress of permanent workers .
A research design is purely a framework for a project that guides the collection and analysis of data. The main aim of such a design is to ensure that the required data are collected objectively, accurately and economically.
4.2 Sampling design:
Before undertaking the survey the sampling unit, sample size and sampling procedure are to be determined.
The study undertaken for the research is census survey.
4.3 Data collection method
Research instrument:
A well-structured vernacular questionnaire was used for collecting the primary data from the workers.
Pilot study
Pre-testing of questionnaire was done in order to determine the shortcomings of questions.
Chapter 4 Research methodology
4.4 Sources of data
Primary data: Data collected through questionnaire.
Secondary data: Books, Web site, Magazine.
4.5 Limitations:
The views of the respondents were subjected to their bias and prejudice.
The genuinity of finding is limited by the opinion of respondents and accuracy of statistical tools used for analysis.
The research was done in short span of time.
Chapter 5 Data Analysis and Interpretation
5. Data analysis and interpretation
Gender : Male 15 Female 85
Age : Less than or equal to 30 years 36
31-40 years 49 Above 40 years 15
Marital Status : Married 78 Unmarried 22
Work Experience : Less than or equal to 10 years 34
11-15 years 40 Above 15 years 26
Designation : Stitcher and Inspector
Table worker and holder
Cutter and skiver
Income group : Less than Rs.2000/-
Rs.2001 – Rs.3000/-
Above Rs.3000/-
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether they get co-operation from their co-workers (refer statement no. 1 of section B in appendix)
Co-operation with co-workers
Table 1
S.No. Factors No. of respondents % of respondents
1 Strongly agree
39
39%
2 Agree 47 47%
3 Neither agree nor disagree
11
11%
4 Disagree 2 2%
5 Strongly disagree
1
1%
Total 100
Inference:
Most of the respondents get co-operation from their co-workers for accomplishing their task and rest of them do not get due to personal misunderstanding.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether they get co-operation from their superiors (refer statement no. 2 of section B in appendix)
Co-operation with superiors
Table 2
S.No. Factors No. of respondents % of respondents
1
Strongly agree
39
39%
2
Agree
44
44%
3
Neither agree nor disagree
13
13%
4
Disagree
4
4%
5
Strongly disagree
---
---
Total
100
Inference:
Most of the respondents get co-operation from their superiors because they go and explain their problems, and get solution from their superiors and rest due to fear of inefficiency they don’t come out with their problems.
Chapter 5 Data Analysis and interpretation
The respondents were asked whether they are overloaded with their works (refer statement no.3 of section B in Appendix)
Overloaded with work
Table 3
S.No. Factors No. of respondents % of respondents
1 Strongly agree
23
23%
2 Agree
17 17%
3 Neither agree nor disagree
38 38%
4 Disagree
19 19%
5 Strongly disagree
3 3%
Total
100
Inference:
Most of the respondents disagree that they are overloaded with work because their productivity level is high and rest of them feel they are overloaded because their productivity is low.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether they like the job for satisfaction they derive from it or because of the monetary benefit they receive (refer statement no. 4 of section B in Appendix)
Job satisfaction or Monetary benefits
Table 4
S.No. Factors No. of respondents % of respondents
1 Strongly agree 47 47%
2 Agree 26 26%
3 Neither agree nor disagree 15 15%
4 Disagree
6 6%
5 Strongly disagree 6 6%
Total 100
Inference:
Most of the respondents do their work more effectively and efficiently for earning more incentives and other monetary benefits.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether their family problems affect their routine work in the factory (refer statement no. 5 of section B in Appendix)
Family problems in routine work
Table 5
S.No. Factors No. of respondents % of respondents
1
Strongly agree
40
40%
2
Agree
35
35%
3
Neither agree nor disagree
10
10%
4
Disagree
10
10%
5
Strongly disagree
5
5%
Total
100
Inference:
Most of the respondents agree that their family problem has impact on their level of performance due to emotional problems.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether they get depressed if someone finds faults in their job (refer statement no.6 of section Bin Appendix)
Faults in their job
Table 6
S.No. Factors No. of respondents % of respondents
1
Strongly agree
26
26%
2
Agree
55
55%
3
Neither agree nor disagree
9
9%
4
Disagree
8
8%
5
Strongly disagree
2
2%
Total
100
Inference:
Most of the respondents agree that they get depressed while someone finds out their because of punitive action and job security.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether conflict arises within their co-workers (refer statement no.7 of section B in Appendix).
Conflict
Table 7
S.No. Factors No. of respondents % of respondents
1 Strongly agree 13 13%
2 Agree 21 21%
3 Neither agree nor disagree 20 20%
4 Disagree 35 35%
5 Strongly disagree 7 7%
Total 100
Inference:
Most of the respondents agree that conflict does not arises among them because the roles, responsibilities and work is assigned to them based on established task routine and procedures.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether their routine work system irritates them (refer statement no.8 of section B in Appendix)
Routine work system
Table 8
S.No. Factors No. of respondents % of respondents
1 Strongly agree 13 13%
2 Agree 21 21%
3 Neither agree nor disagree 24 24%
4 Disagree 37 37%
5 Strongly disagree 5 5%
Total 100
Inference:
Most of the respondents are not irritated upon their routine work because every time when they perform their task they become experts in their job.
Chapter 5 Data Analysis and interpretation
The respondents were asked whether they work under excessive noise in the work (refer statement no.9 of section B in Appendix)
Work under excessive noise
Table 9
S.No. Factors No. of respondents % of respondents
1 Strongly agree 17 17%
2 Agree 21 21%
3 Neither agree nor disagree 25 25%
4 Disagree 30 30%
5 Strongly disagree 7 7%
Total 100
Inference:
Most of the respondents agree that they don’t work under excessive noise because the machines are highly sophisticated and produce minimum noise.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether the lighting facilities should be improved (refer statement no.10 of section B in the Appendix)
Lighting facilities
Table 10
S.No. Factors No. of respondents % of respondents
1 Strongly agree
61 61%
2 Agree 32 32%
3 Neither agree nor disagree 5 5%
4 Disagree
2 2%
5 Strongly disagree - -
Total
100
Inference:
Most of the respondents agree that lighting facilities should be improved because visibility put more strain on their eyes, which results fatigue.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether their salary is fair (refer statement no.11 of section B in Appendix)
Salary
Table 11
S.No. Factors No. of respondents % of respondents
1 Strongly agree 20 20%
2 Agree 24 24%
3 Neither agree nor disagree 22 22%
4 Disagree 20 20%
5 Strongly disagree 14 14%
Total
100
Inference:
Most of the respondents agree that they are happy with the pay structure because they are sufficiently rewarded for their performance.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether their work place is quite airy (refer statement no.12 of section B in Appendix)
Quite airy
Table 12
S.No. Factors No. of respondents % of respondents
1 Strongly agree
46 46%
2 Agree 44 44%
3 Neither agree nor disagree 10 10%
4 Disagree - -
5 Strongly disagree - -
Total
100
Inference:
Most of the respondents agree that their work place is quite airy because of proper ventilation system and adequate place for performance.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether their work place is free from pollution (refer statement no.13 of section B in Appendix)
Pollution
Table 13
S.No. Factors No. of respondents % of respondents
1
Strongly agree
26
26%
2
Agree
34
34%
3
Neither agree nor disagree
16
16%
4
Disagree
19
19%
5
Strongly disagree
5
5%
Total
100
Inference:
Most of the respondents agree that their work place is free from pollution because they have echo-friendly atmosphere at work.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether they are satisfied with the performance of the trade union (refer statement no.14 of section B of Appendix)
Performance of the Trade union
Table 14
S.No. Factors No. of respondents % of respondents
1
Strongly agree
3
3%
2
Agree
8
8%
3
Neither agree nor disagree
29
29%
4
Disagree
38
38%
5
Strongly disagree
22
22%
Total
100
Inference:
Most of the respondents agree that they are not satisfied with the performance of the trade union because the union leaders are interested in personal benefits rather than the welfare of the workers.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether they could concentrate on their children’s education beside their job (refer statement no. 15 of section B in Appendix)
Children’s Education
Table 15
S.No. Factors No. of respondents % of respondents
1
Strongly agree
15
15%
2
Agree
23
23%
3
Neither agree nor disagree
24
24%
4
Disagree
30
30%
5
Strongly disagree
8
8%
Total
100
Inference:
Most of the respondents agree that they are able to concentrate on their children’s education because of their improved financial status and the moral support of their family members.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether they take more strain to attend the work because their house is very far from the factory (refer statement no.16 of section B in Appendix)
Distance between work and home
Table 16
S.No. Factors No. of respondents % of respondents
1
Strongly agree
14
14%
2
Agree
25
25%
3
Neither agree nor disagree
22
22%
4
Disagree
31
31%
5
Strongly disagree
8
8%
Total
100
Inferences:
Most of the respondent hail from the near by area. Distance between home and work place is not a constraint for their optimum level of performance.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether the elderly people and their children in their house are frequently ill and it affects their routine works (refer statement no.17 of section B in Appendix)
Family life affects their routine work
Table 17
S.No. Factors No. of respondents % of respondents
1
Strongly agree
11
11%
2
Agree
17
17%
3
Neither agree nor disagree
29
29%
4
Disagree
31
31%
5
Strongly disagree
12
12%
Total
100
Inference:
Most of the respondents agree that routine work does not get affected because they are able to balance their family life and they are able to give sufficient care and comfort to their family members.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether their family members are co-operative in making them to attend the work without any problem (refer statement no.18 of section B in Appendix)
Co-operation of Family members
Table 18
S.No. Factors No. of respondents % of respondents
1
Strongly agree
53
53%
2
Agree
29
29%
3
Neither agree nor disagree
11
11%
4
Disagree
3
3%
5
Strongly disagree
4
4%
Total
100
Inferences:
Most of the respondents feel that their family members are co-operative and supportive in every aspect of life.
Chapter 5 Data Analysis and Interpretation
The respondents were asked about the physical consequences (refer statement no.19 of section B in Appendix)
Physical consequences
Table 19
Symptoms Never Sometimes Quite often Almost constantly
Headaches 21 46 29 4
Weakness 48 31 29 4
High blood pressure 57
30 12 1
Pain in lower back 13 48 25 14
Indigestion 55 29 14 2
Muscle aches 37 40 21 2
Trembling 54 32 13 1
Stomach upset 41 30 25 4
Skin diseases 72 18 9 1
Inferences:
Most of the respondents sometimes develop tension, headaches, pain in lower part of back and muscle aches.
Most of the respondents never suffer from weakness, high blood pressure, indigestion, trembling, stomach upset and skin diseases.
Chapter 5 Data Analysis and Interpretation
The respondents were asked about the psychological consequences (refer statement no. 10-21 of section C in Appendix)
Psychological consequences
Table 20
Symptoms
Never Sometimes Quite often Almost constantly
Feeling tense 32 45 20 3
Anxiety (vague fear) 53 22 18 7
Depression 39 35 15 11
Irritation 58 26 13 3
Temper outburst 19 46 30 5
Feeling of hopelessness 53 22 18 7
Negative self talk 61 20 16 3
Boredom 45 31 22 2
Confusion 31 41 22 6
Forget fullness 24 30 39 7
Poor concentration 31 36 31 2
Absent yourself often to work
84
13
1
2
Inference:
Most of the respondents sometimes suffer from feeling tense, temper outburst, confusion, forgetfulness and poor concentration.
Most of the respondents never suffer from anxiety, depression, irritation, feeling of hopefulness, negative self talk, boredom, and absent themselves for work.
Chapter 5 Data Analysis and Interpretation
The respondents were asked about the behavioral consequences (refer statement no.22-26 of section C in Appendix)
Behavioral consequences
Table 21
Symptoms Never
Sometimes Quite often Almost constantly
Hiding 73
20 7 4
Intolerance 51
30 15 3
Decrease in contacts 42
45 10 2
Distrust
71
16 11 6
Feeling isolated 56 26 12 6
Inference:
Most of the respondents sometimes develop decrease in contacts.
Most of the respondents never develop from hiding, intolerance, distrust, and feeling isolated.
Chapter 5 Data Analysis and Interpretation
The respondents were asked how do they cope up with stress (refer statement no. 1-13 of section D in Appendix)
Sl.
No.
Statements
Never
Some
times Quite often Almost constantly
1. Accept the situation because there is nothing I can do to change it
9
50
9
32
2. Leave the office and go home early
16
31
5
48
3. Direct myself to some other work 51 29 11 4
4. Try to solve the problem by consulting others
15
43
26
16
5. Take the situation as an opportunity to learn and do things what is expected of me
18
25
14
43
6. Take immediate actions based on situation
10
40
16
34
7. Do yoga exercise
42 23 12 23
8. Listen to music
5 38 30 27
9. Ignore the problem
44 25 5 26
10. I can cool down myself and back to work 13 23 5 59
Coping up techniques
Table22
Chapter 5 Data Analysis and Interpretation
11. React aggressively to those who are/were responsible for the situation
35
32
23
10
12. Seek company of friends and family leaving the situation aside
24
29
10
37
13. Leave the situation to god to take care of
6
15
8
71
Inference:
When most of the employees are under stress almost constantly, they prefer to keep themselves cool and get back to work and keep the situation as an opportunity to learn and do things what is expected from them, if not they prefer to leave the offices and go home early, seek company of friends and family leaving the problem aside and leave the situation to God to take care of it.
The employees rarely listen to music. Apart from this they take immediate action based on situation and try to solve the problems by consulting others. The other methods practiced by them are accepting the situation because there is nothing they can do to change it.
The employees never ignore the problem nor do they react aggressively to those who were responsible for the situation and direct themselves to some other work.
Chapter 6 Statistical tools
STATISTICAL TOOL
6.1 Quartile Deviation
Quartiles are position values similar to the median. There are three quartiles developed by Q1, Q2, and Q3. Q1 is called the lower quartile or first quartile. In a distribution one fourth of the items are less than Q1 and the other ¾ items are greater than Q1. Q2 is called the medium quartile. Q3 is called the upper quartile or the 3rd quartile. ¾ of the item are less than Q3 and the other ¼ are greater than Q3.
For set of observations arranged in ascending order of magnitude,
Q1 = the value of N+ ¼ observation.
Q2 = is called the 2nd or the medium quartile.
Q3= the value of 3(N+1)/4th observation.
In a frequency distribution,
QI = 1I + N/4-m X c, I = 1, 2, 3.
FI
In this project the researcher used quartile deviation to find out the level of stress.
Chapter 6 Statistical Analysis
Quartile deviation
Division of quartiles
Total Stress level Percentile 25 Median Percentile 75
58 63 70
Score below 58 indicates low level of stress.
Score between 58 to 70 indicates average level of stress.
Score above 70 indicates average level of stress.
Frequency distribution of total stress level
Table 23
S.No. Level of stress No of respondents % of respondents
1 Low 26 26%
2 Average 48 48%
3 High 26 26%
Total 100
Inference:
From the above table it can be inferred that 48% of the respondents have average level of job stress, among the respondents the low and high level of job stress tends to remain the same (26%).
Chapter 6 Statistical Analysis
Stress level with respect to Gender
Table 24
Gender Level of
stress No. of respondents %of respondents
Male Low 3 20%
Average 6 40%
High 6 40%
Total 15
Female Low 23 27.05%
Average 42 49.41%
High 20 23.52%
Total 85
Interpretation:
From the above table it can be inferred that,
Male
Out of 15 respondents the average and high level of stress remains the same (40%) and 20% of respondents have low level of
stress.
Female
Out of 85 respondents 49.41% of respondents have average level of stress, 27.05% of respondents have low level of stress and 23.52% of respondents have high level of stress.
Chapter 6 Statistical Analysis
Stress level with respect to age group
Table 25
Age group Level of stress No of respondents %of respondents
Less than 30 years Low 15 41.6%
Average 16 44.44%
High 5 13.88%
Total
36
31 to 40
years Low 7 14.28%
Average 26 53.06%
High 16 32.65%
Total
49
Greater than 40 years Low 4 26.66%
Average 6 40%
High 5 33.33%
Total
15
Chapter 6 Statistical Analysis
Interpretation:
From the above table inferred that age group,
Less than 30 years
Out of 36 respondents 44.44% of respondents have average level of stress, 41.6% of respondents have low level of stress and 13.88% of respondents have high level of stress.
31- 40 years
Out of 49 respondents 53.06% of respondents have average level of stress, 32.65% of respondents have high level of stress and 14.28% of respondents have low level of stress.
Greater than 40 years
Out of 15 respondents 40% of respondents have average level of stress, 33.33% of respondents have high level of stress and 26.66% of respondents have low level of stress.
Chapter 6 Statistical Analysis
Stress level with respect to work experience
Table 26
Work experience Level of stress No. of respondents
% of respondents
Below 10 years Low 14 41.17%
Average 15 44.11%
High 5 14.07%
Total 34
10 to 15 years Low 7 17.5%
Average 20 50%
High 13 32.5%
total 40
Above 15 years Low 5 19.23%
Average 13 50%
High 8 30.75%
Total 26
Chapter 6 Statistical Analysis
Interpretation:
From the above table it can be inferred that work experience,
Below 10 years
Out of 34 respondents 44.11% of respondents have average level of stress, 41.17% of respondents have low level of stress and 14.07% of respondents have high level of stress.
10 – 15 years
Out of 40 respondents 50% of respondents have average level of stress, 32.5% of respondents have high level of stress and 17.5% of respondents have low level of stress.
Above 15 years
Out of 26 respondents 50% of respondents have average level of stress, 30.76% of respondents have high level of stress and 19.23% of respondents have low level of stress.
Low Average High Low Average High Low Average High
Below 10 years 10 – 15 years Above 15 years
Chapter 6 Statistical Analysis
Stress level with respect to occupation
Table 27
Designation Level of stress No. of respondents % of respondents
Stitchers and inspectors Low
12 23.07%
Average
26 50%
High
14 26.92%
Total
52
Table workers and folders Low
5 21.73%
Average
8 34.78%
High
10 43.47%
Total
23
Cutters and skivers Low
9 36%
Average
14 56%
High
2 8%
Chapter 6 Statistical Analysis
Interpretation:
From the above table it can be inferred that occupation,
Stitchers and Inspectors
Out of 52 respondents 50% of respondents have average level of stress, 26.92% of respondents have high level of stress and 23.07% of respondents have low level of stress.
Table workers and Folders
Out of 23 respondents 34.78% of respondents have average level of stress, 43.47% of respondents have high level of stress and 21.73% of respondents have low level of stress.
Cutters and Skivers
Out of 25 respondents 56% of respondents have average level of stress, 36% of respondents have low level of stress and 8% of respondents have high level of stress.
Low Average High Low Average High Low Average High
Stitcher and Inspector Table worker and Folder Cutter and Skiver
Chapter 6 Statistical Analysis
Stress level with respect to Marital status
Table 28
Marital status Level of stress No. of respondents %of respondents
Married Low 18 23.07%
Average 40 51.28%
High 20 25.64%
Total 78
unmarried Low 8 36.36%
Average 8 36.36%
High 6 27.27%
Total 22
Interpretation:
From the above table it can be inferred that,
Married
Out of 78 respondents 51.28% of respondents have average level of stress, 25.64% of respondents have low level of stress and 23.07% of respondents have high level of stress.
Unmarried
Out of 22 respondents low and average level of stress, tends to remain the same (36.36%) and 27.27% of respondents have high level of stress.
Chapter 6 Statistical Analysis
Level of physical consequences of stress
Division of quartile
Physical consequences Percentile 25 Median Percentile 75
26
28.5
31
Physical score below 26 indicates low level of physical consequences.
Physical score between 26 to 31 indicates average level of physical consequences.
Physical score above 31 indicates high level of physical consequences.
Total frequency of physical consequences
Table 29
Frequency
No. of respondents Percentage of respondents
Low 31 31%
Average 39 39%
High 30 30%
Total 100
Interpretation:
From the above table it can be inferred that 39% of respondents face average level of physical consequences, 31% of respondents face low level of physical consequences and 30% of respondents face high level of physical consequences.
Chapter 6 Statistical Analysis
Level of Psychological consequences of stress
Division of quartile
Psychological consequences Percentile 25 Median Percentile 75
34
36
42
Psychological score below 34 indicates low level of psychological consequences.
Psychological score between 34 to 42 indicates average level of psychological consequences.
Psychological score above 42 indicates high level of psychological consequences.
Total frequency of Psychological consequences
Table 30
Frequency
No. of respondents Percentage of respondents
Low 32 32%
Average 41 41%
High 27 27%
Total 100
Interpretation:
From the above table it can be inferred that 41% of respondents face average level of psychological consequences, 32% of respondents face low level of psychological consequences and 27% of respondents face high level of psychological consequences.
Factors
Chapter 6 Statistical Analysis
Level of behavioral consequences of stress
Division of quartile
Behavioral consequences Percentile 25 Median Percentile 75
15 17
19
Behavioral score below 15 indicates low level of behavioral consequences.
Behavioral score between 15 to 19 indicates average level of behavioral consequences.
Behavioral score above 19 indicates high level of behavioral consequences.
Total frequency of Behavioral consequences
Table 31
Frequency No. of respondents Percentage of respondents
Low 28 28%
Average 39 39%
High 33 33%
Total 100
Interpretation:
From the above table it can be inferred that 39% of respondents face average level of behavioral consequences, 28% of respondents face low level of behavioral consequences and 33% of respondents face high level of behavioral consequences.
Chapter 6 Statistical Analysis
Level of Overall consequences of stress
Division of quartile
overall consequences Percentile 25 Median Percentile 75
77.00
82.00
89.50
The overall consequences score below 77 indicates low level of consequences.
The overall consequences score between 77 to 89.5 indicates average level of consequences.
The overall consequences score above 89.5 indicates high level of consequences.
Frequency of total consequences of stress
Table 32
Level of consequences No. of respondents Percentage of respondents
Low 26 26%
Average 49 49%
High 25 25%
Interpretation:
From the above table it can be inferred that 49% of respondents face average level of overall consequences, 26% of respondents face low level of overall consequences and 25% of respondents face high level of overall consequences.
Chapter 6 Statistical Analysis
Overall consequences with respect to Gender
Table 33
Gender Level of stress No. of respondents %of respondents
Male Low 4 27%
Average 7 46%
High 4 27%
Total 15
Female Low 22 25.8%
Average 42 49.4%
High 21 24.7%
Total 85
Interpretation:
From the above table it can be inferred that,
Male
Out of 85 respondents 49.4% of respondents face average level of overall consequences, 25.8% of respondents face low level of overall consequences and 24.7% of respondents face high level of
overall consequences.
Female
Out of 22 respondents 46% of respondents face average level of overall consequences, low and high level of consequences remains the same at 27%.
Low Average High Low Average High
Male Female
Chapter 6 Statistical Analysis
Overall consequences with respect to Age group
Table 34
Age group Level of stress No of respondents %of respondents
Less than 30 years Low 7 19.44%
Average 20 55.56%
High 9 25%
Total
36
31 to 40
years Low 14 28.57%
Average 23 46.94.%
High 12 24.49%
Total
49
Greater than 40 years Low 5 33.33%
Average 6 40%
High 4 26.67%
Total
15
Chapter 6 Statistical Analysis
Interpretation:
From the above table inferred that age group,
Less than 30 years
Out of 36 respondents 55.56% of respondents face average level of overall consequences, 25% of respondents face high level of overall consequences and 19.44% of respondents face low level of overall consequences.
31- 40 years
Out of 49 respondents 46.94% of respondents face average level of overall consequences, 28.57% of respondents face low level of overall consequences and 24.49% of respondents face high level of overall consequences.
Greater than 40 years
Out of 15 respondents 40% of respondents have average level of overall consequences, 33.33% of respondents face low level of overall consequences and 26.67% of respondents face high level of overall consequences.
Low Average High Low Average High Low Average High
Less than or equal 31 – 40 years Greater than 40 years
to 30 years
Chapter 6 Statistical Analysis
Overall consequences with respect to Marital Status
Table 35
Marital status Level of stress No. of respondents %of respondents
Married Low 21 26.92%
Average 37 47.44%
High 20 25.64%
Total 78
unmarried Low 5 22.73%
Average 12 54.55%
High 5 22.73%
Total 22
Interpretation:
From the above table it can be inferred that,
Married
Out of 78 respondents 47.44% of respondents face average level of overall consequences, 26.92% of respondents face low level of overall consequences and 25.64% of respondents face high level of overall consequences.
Unmarried
Out of 22 respondents 54.55% of respondents face average level of overall consequences, low and high level of consequences of respondents tends to remain the same at 22.73%.
Chapter 6 Statistical Analysis
Overall consequences with respect to work experience
Table 36
Work experience Level of stress No. of respondents % of respondents
Below 10 years Low 5 14.71%
Average 20 58.82%
High 9 26.47%
Total 34
11 to 15 years Low 12 30%
Average 19 47.5%
High 9 22.5%
total 40
Above 15 years Low 9 34.62%
Average 10 38.46%
High 7 26.42%
Total 26
Chapter 6 Statistical Analysis
Interpretation:
From the above table it can be inferred that work experience,
Less than 10 years
Out of 34 respondents 58.82% of respondents face average level of overall consequences, 26.47% of respondents face high level of overall consequences and 14.71% of respondents have low level of overall consequences.
11 – 15 years
Out of 40 respondents 47.5% of respondents face average level of overall consequences, 30% of respondents face low level of overall consequences and 22.5% of respondents face high level of overall consequences.
Greater than 15 years
Out of 26 respondents 38.46% of respondents face average level of overall consequences, 34.62% of respondents face low level of overall consequences and 26.42% of respondents face high level of overall consequences.
Chapter 6 Statistical Analysis
Overall consequences with respect to occupation
Table 37
Designation Level of stress No. of respondents % of respondents
Stitchers and inspectors Low
15 28.88%
Average
22 48.07%
High
12 23.05%
Total
49
Table workers and folders Low
9 39.13%
Average
11 47.83%
High
3 13.04%
Total
23
Cutters and skivers Low
2 8%
Average
13 52%
High
10 40%
Total 25
Chapter 6 Statistical Analysis
Interpretation:
From the above table it can be inferred that occupation,
Stitchers and Inspectors
Out of 49 respondents 48.03% of respondents face average level of overall consequences, 28.88% of respondents face low level of overall consequences and 23.05% of respondents face high low of overall consequences.
Table workers and Folders
Out of 23 respondents 47.83% of respondents face average level of overall consequences, 39.13% of respondents face low level of overall consequences and 13.04% of respondents face high level of overall consequences.
Cutters and Skivers
Out of 25 respondents 52% of respondents face average level of overall consequences, 40% of respondents face high level of overall consequences and 8% of respondents face low level of overall consequences.
Chapter 6 Statistical Analysis
Level of Coping Up Techniques
Division of quartile
Total coping up techniques Percentile 25 Median Percentile 75
28
31
36
Coping up techniques score below 28 indicates low level of coping up techniques..
Coping up techniques score between 28 to 36 indicates average level of coping up techniques.
Coping up techniques score above 36 indicates high level of coping up techniques.
Total Frequency of coping up techniques
Table 38
Level of consequences No. of respondents Percentage of respondents
Low 31 31%
Average 43 46%
High 26 26%
total 100
Interpretation:
From the above table it can be inferred that 43% of respondents face average level of coping up techniques, 31% of respondents face low level of coping up techniques and only 26% of respondents face high level of coping up techniques.
Chapter 7 Findings
7.1 Findings from statistical tools
48% of the respondents face average level of stress, 26% of the respondents face low level of stress, 26% face high level of stress.
50% of stitchers and inspectors face average level of physical consequences, 56% of cutters and skivers face average level of stress, table workers and folders face high level of stress.
39% of the respondents face average level of physical consequences, 31% of the respondents face low level of physical consequences 30% face high level of physical consequences.
41% of the respondents face average level of psychological consequences, 32% of the respondents face low level of psychological consequences 27% face high level of psychological consequences.
39% of the respondents face average level of behavioral consequences, 28% of the respondents face low level of behavioral consequences 33% of the respondents face high level of behavioral consequences.
46% of male respondents face average level of overall consequences, 49.4% of female respondents face average level of overall consequences.
Chapter 7 Findings
55.56% of the respondents in age group less than 30 years face average level of overall consequences, 46.94% of the respondents in the age group 31 to 40 years face average level of overall consequences, 40% of the respondents in age group above 40 years face average level of overall consequences.
43% respondents able to balance the level of stress,26% of respondents have low level of coping up techniques.
7.1 Findings from simple tabulation
Most of the respondents agree that they get full co-operation from their co-workers (47%)
Most of the respondents agree that they get full co-operation from their superiors (44%)
Majority of respondents neither agree nor disagree whether they are over loaded with work (38%)
Majority of the respondents strongly agree that they work only for monetary benefits but not for the job satisfaction (47%)
Most of the respondents strongly agree that their family problems affect the routine work in the factory(40%).
Most of the respondents agree that they get depressed when someone finds fault in their job (55%).
Chapter 7 Findings
Majority of the respondents agree that conflict does not arise among the co-workers (35%).
Majority of the respondents feel that their routine work system does not irritate them (37%).
Majority of the respondents feel that they do not work under excessive noise (30%).
Majority of the respondents strongly agree that their lighting facilities should be improved (61%).
Majority of the respondents agree that their salary is fair (24%)
Most of the respondents feel that their work place is quite airy (46%).
Most of the respondents feel that their work place is free from pollution (34%).
Majority of the respondents are not satisfied with the performance of trade union (34%).
Majority of the respondents that they could concentrate on their children’s education (30%).
Majority of the respondents agree that they do not take any strain to attend the work, because their house is not far from the factory (31%).
Majority of the respondents feel that elderly people and their children in their house or not frequently ill and it does not affect the routine work (31%).
Chapter 7 Findings
Majority of the respondents feel that their family members are very co-operative in making them to attend the work without any problem (53%).
Most of the respondents never suffer from weakness, high blood pressure, indigestion, trembling, stomach upset and skin diseases.
Most of the respondents sometimes develop tension, headaches, pain in lower back and muscle aches.
Most of the respondents never suffer from anxiety, depression, irritation, feeling of hopefulness, negative self-talk, boredom, and absent themselves from work.
Most of the respondents sometimes suffer from feeling tense, temper outburst, confusion, forgetfulness and poor concentration.
Most of the respondents never develop from hiding, intolerance, distrust, and feeling isolated.
Most of the respondents sometimes develop decrease in contacts.
Chapter 7 Findings
Most of the employees almost constantly, prefer to keep themselves cool and get back to work and keep the situation as an opportunity to learn and do things what is expected from them, if not they prefer to leave the offices and go home early seek company of friends and family leaving the problem beside and leave the situation to god to take care of it.
Most of the employees rarely listen to music. Apart from this they take immediate action based on situation and try to solve the problem by consulting others, accept the situation because there is nothing they can do to change it.
Most of the employees never ignore the problem nor they react aggressively to those who were responsible for the situation and direct themselves to some other work.
Chapter 8 Suggestions
Suggestions
Stress can be reduced by given great discretion to perform his job. Discretion can be given without changing workloads; mental health could be improved without affecting productivity.
Employees should be given sufficient number of breaks to relax and melodious music can be played during the break to reduce stress.
Open communication method can be adopted to sort out the misunderstanding between the individuals and management.
Team building should be encouraged to create spirit and supportive climate, which can prevent many common job stresses.
By using sophisticated machines for doing work, physical stress can be reduced.
Mentoring programme is assigned to show the job by senior employees to junior employees to rope and provide emotional support.
By hiring counselors the employees can share their problems and find solutions for their problems in order to reduce stress.
The company can introduce various recreational facilities focus to improve employee’s total physical and mental conditions.
If the employees are placed according to their ability then it can reduce the work stress. So selection and placement should be made properly. Study of ergonomics plays an important role in minimizing job stress.
Chapter 9 Conclusion
Conclusion
Stress is the part of the day-to-day life, which keeps increasing and causing more harms to the quality of life. Hence it becomes essential to reduce the stress.
Minimizing the stress not only implies to the organizational but also implies to the environment and to the great extent to their family and its members.
From the above survey it is concluded that the level of stress faced by the workers is average. So here recreation facilities and entertainment has also a great impact on employee’s welfare to reduce stress. As a consequence of stress employees suffer more of psychological stress compare to physical and behavioral stress.
The management should build a good rapport through interpersonal communication and by inculcating team spirit with the workers to understand problem better and take necessary care to resolve problems for mutual benefit for the employee and the organization.
Overall conclusion is that adjustment of the employee to the work, with the management, with the family members, last but not least with the environment has a greater impact in reducing the stress.
Appendix
QUESTIONAIRE
Part : A
Gender : Male / Female
Age : Less than or equal to 30 years /
31 – 40 years /
Above 40 years
Marital status : Married / Unmarried
Work Experience : Less than or equal to 10 years/
11 - 15 years /
Above 15 years
Designation : Stitcher and inspector /
Table worker and holder /
Cutter and skiver
Income group : Less than Rs.2,000 /
Rs.2,001 – Rs.3,000 /
Above Rs.3000
Appendix
PART B
Given below are some statements describing how you feel about your job. Strongly agree (SA), Agree (A), Neither agree nor disagree (N), Disagree (D), Strongly disagree (SD).
S.
No
STATEMENTS
RESPONSES
SA A
N D SD
1. I always get full co-operation from my co-workers.
2. I always get full co-operation from my superiors.
3. I am always overloaded with work.
4. I like this job, not because of satisfaction I drive from it, but because of the monetary benefits that I receive.
5. My family problems are not affecting my routine work in the factory.
6. I used to get depressed when some one finds fault in my job.
7. Often conflict arises with my co-workers.
8. Routine work system irritates me.
9. I am always working under excessive noise system.
10. I feel that lighting facilities should be improved.
11. I feel that my salary is fair.
12. My work place is quite airy.
13. My work place is free from pollution.
14. I am satisfied with the performance of the trade union.
15. I couldn’t concentrate on my children’s education because of my job.
16. I am taking more strain to attend the work because my house is very far from my workplace.
17. Elderly people and my children are frequently ill and it affects my routine work.
18. My family members are very co-operative in making me attend the work without any problem.
Appendix
PART C
The below mentioned symptoms aim at measuring the effect of job stress.
S.
No Symptoms Never Some
times Quite often Almost constantly
PHYSICAL
1. Tension headaches
2. Weakness
3. High blood pressure
4. Pain in lower part
5. Indigestion
6. Muscle aches
7. Trembling
8. Stomach upset
9. Skin diseases
10. PSYCHOLOGICAL
Feeling tense
11. Anxiety (vague fear)
12. Depression
13. Irritation
14. Temper outbursts
15. Feeling of hopelessness
16. Negative self talk
17. Boredom
18. Confusion
19. Forget fullness
20. Poor concentration
21.
Absent yourself often to work
22. BEHAVIOURAL
Hiding
23. Intolerance
24. Decrease in contacts
25. Distrust
26. Feeling isolated
Appendix
PART D
The below mentioned statements aim at studying how do you cope up when you occasionally get fed up with your job.
COPING UP TECHNIQUES
S.
No. Statements
Never Some
times Quite often Almost constantly
1. Accept the situation because there is nothing I can do to change it
2. Leave the office and go home early
3. Direct myself to some other work
4. Try to solve the problem by consulting others
5. Take the situation as an opportunity to learn and do things what is expected of me
6. Take immediate actions based on situation
7. Do yoga exercise
8. Listen to music
9. Ignore the problem
10. I can cool down myself and back to work
11. React aggressively to those who are/were responsible for the situation
12. Seek company of friends and family leaving the situation aside
13. Leave the situation to god to take care of
Bibliography
Bibliography
Psychology by ludy T.BENJAMIN, JR.J.ROY HOPKINS, JACK R.NATION – published by MACMILIAN, year of 1987 USA
Introduction to psychology by JAMES W.KALAT published by Brooke/Cole, year of 1993(fourth edition)
Psychology applied to modern life by WEITEN, LOYD, and LASHLEY –published by Brooke/Cole year of 1990 California.
Psychology themes and variation by WAYNE WEITEN – published Brooke/Cole, year of 1990 California (third edition)
Business statistics and operations research by DR.S.P.GUPTHA, DR.P.K.GUPTHA AND DR.MANMOHAN – published by SULTAN CHAND&SONS, year of 1998(second edition)
Human resource management by T.N.CHHABRA – published by) DHANPAT RAI & co., year of 2001 (second edition)
Organizing theory and behavior by B.P.SINGH & T.N.CHABBRA – published by DHANPAT RAI & co., year of 2001 (third edition)
COMPANY PROFILE
PRODUCT PROFILE
Chapter 1 Company profile
1.1COMPANY PROFILE
WIPRO founded in 1945, is today amongst the top 100 publicly held corporations in India. It is a Multi-business, Multi-company group, with a strong base in Consumer products, having diversified and achieved leadership in Hydraulics, Computer hardware and software, Electronic instruments and Export of leather products. Diversification into IT happened in 1980 and since then there has been no looking back.
MISSION
Quality and Information Management – allocates resources, establishes and focuses corporate initiatives and transfers ideas from outside into the corporation and across businesses. The diversity of corporation is integrated through their Promise and Five Year Vision. Key initiatives and best practices are shared across the corporation through the Corporate Executive Council and the Human Resources, Finance, Legal, Quality, Information Management and Sales and Marketing Councils. They seek leadership in all the businesses.
Chapter 1 Company profile
The Four core values encapsulated in their promise are:
Human values:
Respect to customers as individuals, recognize that they have needs and continuity strive towards satisfying those needs to improve the quality of their lives.
Integrity:
Their individual and business relationships are governed by the highest standards of integrity.
Innovative Solutions:
They constantly research and develop superior product and services that meet the ever-changing needs of the customers.
Value for Money:
They promise to serve the customers with continues improvement in quality, and cost and delivery of products and services.
Logo and Caption
Their future will be charted by their core values. These values will manifest themselves through their new corporate identity, a unique symbol with a Rainbow Flower, and a positioning statement Wipro Applying Thought.
Chapter 1 Company profile
Milestones
1980: diversification into Information Technology
1990: Incorporation of Wipro-GE medical systems
1992: Going global with global IT services division
1993: Business innovation award for offshore development
1995: Wipro gets ISO 9001 quality certification, re-certified twice for
mature processes
1997: Wipro gets SEI CMM level 3 certification, enterprise wide
processes defined
1998: Wipro is the first software company in the world to get SEI
CMM level 5
1999: Wipro’s market capitalization is the highest in India
2000: Start of the six Sigma initiative, defects prevention practices
initiated at project level
2001: First Indian company to achieve the “TL9000 certification” for
industry specific quality standards
2001: World’s first PCMM Level 5 company
2001: Ranked 87 among 100 best performing technology companies
globally (Business Week, June 2001)
2002: World’s first CMMI version 1.1 level 5 company
Chapter 1 Company Profile
Exports Division / General
The Exports Division of WIPRO LIMITED was set up in 1984 to manufacture and export value added leather products. The division started with the manufacture of shoe plant to the factory.
But due to the changing market and fashion, it is focusing on manufacture of shoe uppers only. WIPRO is “International Super Star Service Export House” recognized by Govt. of India.
The division exports shoe uppers, full shoes to customers in UK. In keeping with the philosophy of the group, professionals – technical and management, manage the Exports division. A highly skilled and experienced workforce ensures quality workshop.
The factory is located at Guduvancheri just outside Chennai City. It has a total area of about 4 acres and built up in a space of 84000 Sq. Ft.
Exports:
This division is mainly dependent on imported raw materials and components and therefore it does not consider the variations in foreign currency. Reduction in interest rate on packing credit from 12% to 10% has helped the export business to certain extent.
Chapter 1 Company Profile
The yield in leather cutting has improved with better controls in the tanneries operations.
Sterling pound has steadily increased during the year than US Dollar.
However with import components high, this has helped in marginally better contribution.
Manufacturing Facilities:
Wipro has a modern factory with state of the art equipment from Sandt, Fortuna, Pfaffa, Adles, Schon, Brustia, Falan etc.,(reputed machine manufacturers). The factory has integrated manufacturing facilities enabling WIPRO to manufacture 25,000 pairs of shoe uppers per week.
Quality Assurance:
WIPRO Quality Assurance Team exercise strict in process quality control at all stages between manufacturing and delivery. This includes testing of leather at well-equipped QC Laboratory.
Wipro Exports Division in process quality control program has also been approved by the “Export Inspection Agency” of the Government of India – recognition of the fact that Wipro’s finished products are of the highest quality.
Chapter 1 Product profile
1.1 PRODUCT PROFILE
Choice of Leathers:
Over the years, Wipro’s team a qualified leather technologies have developed expertise in working with Kid/goat, Cow, Buff and Sheep leathers – Semi Chrome and Full Chrome. The Division has the ability to provide flat, dry milled and printed leathers as well as suede and nubuck. The range of finishes includes Glazed, Resin, Anline, Antique, Burnished, Water Repellent and Brush-off.
Raw Materials:
There is considerable price advantage of purchasing raw hides instead of wet blue. Latest containers of raw hides were tanned by using imported chemicals and result was very good. The samples made out of these wet blue were approved by K’ shoes. There is good scope of switching over by K’ shoes to Indian processed leather from UK finished leather.
Process of Upper Manufacturing
Cutting:
The cutting operation consists of components Cutting, Stamping, Splitting and Skiving.
Chapter 1 Product profile
Components Cutting:
All the components (upper, lining, interlining etc) are cut in cutting machine. These machines are basically hydraulic presses. Specially made cutting dies are employed for cutting. The cut components are then inspected for correctness of quality. After the inspection stage these components passed to the next stage like viz. Stamping.
Stamping:
Stamping is done for identification and matching purposes. This stamping is done by not moulds employing stamping foils. The stamping formation generally includes the style, customer code and size. A stamping machine is employed for this purpose. After the stamping is over the components are passed to the next operation viz. Splitting.
Splitting:
Splitting is an operation which is employed to reduce the thickness of cut components as per specification for this purpose the splitting machine having flexibility of achieving various thickness is employed. A split component is passed to the next operation viz. Skiving.
Chapter 1 Product profile
Skiving:
Certain areas of the cut components are reduced in thickness (both plain and taper) as per specifications is skiving. A skiving machine is employed for this purpose. The skived components are passed to the next section namely prefabrication for further processing.
Prefabrication:
Prefabrication section is basically meant for preparing the cut components for serving and closing components are attached as per specifications.
Spraying:
Components are sprayed with adhesive over the mating surfaces. For these purposes, rotary spray guns are employed. After allowing a certain dying time, the sprayed components will be passed to the next separation viz. Attaching.
Attaching:
The sprayed and dried components are attached manually and pressed firmly to affect a good bonding. The attached components are passed to the next operation viz. Ironing.
Chapter 1 Product profile
Ironing:
The ironing operation is employed to remove the wrinkles that might have occurred during the process of manual attaching. The ironed components are passed to the next operation viz. Marking.
Marking:
The components to be stitched are to be properly marked for correct orientation; marking of components is done manually by using the specified templates. The marked components are then passed to the next section viz. Sewing.
Sewing:
In sewing section, the components like vamp, plug, saddle are joined together to form an upper by stitching.
Stitching Back seam:
Different types of sewing machines are employed to stitch various components such as top line binding, plug linings, saddle, decoration pieces etc.
Binding and Folding:
In saddles and decoration pieces, the edges are to be folded and bound to achieve good looks. A binding and folding machine is employed for this purpose. All the stitched uppers are then inspected
Chapter 1 Product profile
for their conformation with their required specification. The inspected uppers are then passed to the next section namely Closing.
Closing:
In closing section the upper gets the final touches.
Eyeleting:
In styles, which employ lacing, (eyelets) are attached by means of an eyeleting machine.
Performing:
The performing is employed to make the upper stable three dimensionally. A performing machine is used to convert the plain upper into a three dimensional upper.
Thread Burning:
Though the sewing machines are having a capability for trimming the excess threads sometimes there may be some excess threads protruding in the uppers due to various reasons. The thread-burning device is used for removing the extra threads by burning.
The completed uppers are now inspected for all quality points and specifications. The uppers, which pass this inspection, are now ready for packing and dispatching.
Chapter 2 Introduction of the problem
2.1 Statement of the problem:
Stress has become a major concern of the modern times as it can cause harm to employee’s health and performance. Work related stress costs organization billions of dollars each year through sickness, turnover and absenteeism.
So it become necessary for every organization to know the level of stress and its consequences on the employee so as to over come it.
This study on the impact of stress at permanent workers of Wipro Leather Division was conducted to know the level of stress and its consequences face by the workers and to know how do they cope up with stress.
Chapter 2 Introduction of the problem
2.2 Objectives
To study the level of stress on workers level.
To determine the level of stress with respect to occupation and work experience.
To study the level of physical ,psychological and behavioral consequences.
To determine the level of overall consequences with respect to gender and age group.
To study the coping up techniques as how they overcome stress.
To give constructive suggestion to the management as how to minimize stress.
Chapter 3 Theoretical perspective
3.1 INTRODUCTION
Stress has become a major concern of the modern times as it can cause harm to employee’s health and performance. Different psychologists and physiologists have defined stress differently. In simple words, stress refers to pressure or tensions people feel in life. As living human makes constant demands, so it produces pressure, i.e., stress. Stress is, therefore, a natural and unavoidable feature of human life.
3.2 Meaning and Definition of Stress
Stress is an experience that creates physiological and psychological imbalances within a person. It is a body reaction to any demands or changes in its internal and external environment, such as temperature, pollution, humidity and working conditions, it leads to stress. In these days of competition when one wishes to surpass what has been achieved by others, leading to an imbalance between demands and resources, it causes psychological stress. Thus, stress is a part and parcel of everyday life.
Selye has defined stress as “ the non-specific response of the body to any demand made upon it”.
Chapter 3 Theoretical perspective
3.3 Nature of Stress
Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint or demand related to what he or she desires and for which the outcome is perceived to be both uncertain and important.
Stress is not necessarily bad in and of itself. While stress is typically taken in a negative sense, it also has positive value. It is an opportunity when it offers potential gain. Consider, for example, the superior performance that an athlete or stage performer gives in “difficult” situations. Such individuals often use stress positively to rise to the occasion and perform at or near their maximum.
Stress is associated with constraints and demands. The former prevents you from doing what you desire. The latter refers to the loss of something desired. So when you take a test at a school or you undergo your annual performance review at work, you feel stress because you confront opportunity, constraints, and demands. A good performance review may lead to a promotion, greater responsibilities, and a higher salary, but a poor review may prevent getting the promotion. An extremely poor review might even result in being fired.
Chapter 3 Theoretical perspective
Two conditions are necessary for potential stress to become actual stress. There must be uncertainty over the outcome and the outcome must be important. Regardless of the conditions, it is only when there is doubt or uncertainty regarding whether the opportunity
Will be seized, the constraint removed, or the loss avoided that there is stress. That is stress is highest for those individuals who perceive that they are uncertain as to whether they will win or loss and lowest for those individuals who think that winning or losing is a certainty. But importance is also critical. If winning or losing is an unimportant outcome, there is no stress. If earning a promotion doesn’t hold any importance to a person, he would have no reason to feel stress over having to undergo a performance review.
3.4 Eustress and Distress
Stress is anything that changes our physical, emotional or mental state while encountering various stimuli in our environment. Selye has used two separate terms to distinguish between the positive and negative effects of stress on the individual, even though bodily reactions to the two forms of stress are similar. Eustress is ‘positive’
stress that accompanies achievement and exhilaration. Eustress is the
stress of meeting challenging such as those found in a managerial job
or physical activity. Distress is when we feel insecure, inadequate, helpless or desperate as the result of too much, or too little, pressure
Chapter 3 Theoretical perspective
or tension. Seley’s stress and job performance model applies this conception to job performance. It suggests that optimum stress (or eustress) may be achieved at work and reflected in job performance when jobs provide adequate challenges, but not too little or too much
pressure as shown in Figure by the inverted U-shaped curve. Thought can sense and determine how much stress is functional for him to operate in a productive manner.
High
UNDER-STRESSED OVER-STRESSED
(Distress) (Distress)
OPTIMUM
STRESS
(Eustress)
Low
LOW STRESS HIGH
Job Performance Model
Chapter 3 Theoretical perspective
3.5 Types of Stress
* Frustration
* Conflict
* Change
* Pressure
Frustration
Frustration occurs in any situation in which the pursuit of some goal is thwarted. In essence, we experience frustration when we want something and we can’t have it. We all have to deal with frustration virtually everyday.
Failures and losses are two common kinds of frustration that are often very stressful. We all fail in at least some of our endeavors. Some of us make failure almost inevitable by setting unrealistic goals for ourselves.
Frustration may be self-imposed in that we frequently erect barriers to our success.
Conflict
Conflict occurs when two or more incompatible motivations or behavioral impulses compete for expression.
Chapter 3 Theoretical perspective
Types of conflict
Approach-approach conflict
In an approach-approach conflict a choice must be made between two attractive goals. The problem, of course, is that we can choose just one of the two goals. For example, we have a free afternoon ; should we play tennis or racquetball? We’re out for a meal; do we want to order the pizza or the spaghetti? We can’t afford both; should you buy the blue sweater or the gray jacket?
Among the three kind of conflict, the approach-approach type tends to be the least stressful. People usually don’t stagger out of restaurants, exhausted by the stress of choosing which of several appealing entrees to eat. In approach-approach conflicts we typically have a reasonable happy ending which ever way we decide to go nonetheless centering on important issues may sometimes be troublesome.
Avoidance-avoidance conflict
In an avoidance-avoidance conflict a choice must be made between two unattractive goals. Forced to choose between two repelling alternatives, as they say, “caught between the devil and the deep blue sea”. Avoidance-avoidance conflicts are most unpleasant and very stressful. Typically people keep delaying their decision as long as possible hoping that they will some how be able to escape the conflict situation.
Chapter 3 Theoretical perspective
Approach-avoidance conflict
In an approach-avoidance conflict a choice must be made about whether to pursue a single goal that has both attractive and unattractive aspects. For instance, imagine that you are offered a career promotions that will mean a large increase in pay. The catch is that you will have to move to a city that you hate. Approach-avoidance conflicts are very common, and they can be very stressful.
Change
There is evidence that life changes may represent a key type of stress. Life changes are any noticeable alterations in one’s living circumstances that require readjustments.
A life change is any meaningful change in a person’s personal or work situation. Holmes and Rahe reasoned that major changes in a person’s life can lead to stress and eventually to disease. Several of these events relate directly (fired from work, retirement) of indirectly (change in residence) to work.
Each event’s point value supposedly reflects the event’s impact on the individual. At one extreme, a spouse’s death, assumed to be the most traumatic event considered, is assigned a point value of 100. at the other extreme, minor violations of the law only 11points. The
Chapter 3 Theoretical perspective
points themselves represent life change units, or LCUs. Both negative events (divorce and trouble with the boss) as well as positive ones (marriage and vacations) may be assigned point values or LCUs.,
Example for Various life-change events
Life change Events
Family
Death of spouse
Divorce
Marital separation
Death of close family member
Marriage
Pregnancy
Son or daughter leaving home
Personal
Detention in jail
Major personal injury or illness
Sexual difficulties
Death of a close friend
Chapter 3 Theoretical perspective
Outstanding personal achievement
Start or end of formal schooling
Changing to a new school
Change in residence
Major change in eating habits
Vacation
Work
Being fired from work
Retirement from work
Changing to different line of work
Trouble with boss
Financial
Major change in financial state
Mortgage foreclosure
Pressure
Pressure involves expectations or demands the one behave in a certain way. Pressure can be divided in two subtypes : i) the pressure to perform and
ii)the pressure to conform. We are under pressure to perform when we are expected to execute tasks and responsibilities quick efficiently, and successfully.
Chapter 3 Theoretical perspective
3.6 Causes of stress
The factors which have the potential to cause stress may be grouped under two headings, namely : (1) Organizational stressors, and (2) individual stressors.
Organizational Stressors
Task demands:
Task demands are stressors associated with the specific job a person performs. Some occupations are by nature more stressful than others. The jobs of surgeons, air traffic controllers, and professional football coaches are more stressful than those of general practitioners, airplane baggage loaders and football team equipment managers.
Beyond specific task-related pressures, other aspects of job may pose physical threats to person’s health. Unhealthy conditions exist in occupations such as coal mining and toxic waste handling. Security is another task demand that cause stress. Someone in a relatively secure job is not likely to worth unduly about losing that position. Threats to job security can increase stress dramatically. For example, stress generally increases throughout an organization during a period of layoffs or immediately after a merger with another firm.
Role demands:
The source of stress in organizational role include role ambiguity, role conflict, responsibility towards people and things and
Chapter 3 Theoretical perspective
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 is more stress generating than responsibility towards things (i.e., equipment, material, etc.) other role stressors include lack of participation in decision-making, lack of managerial support and need for maintaining high standards of performance.
Inter-personal relationship at work:
The nature of relationship with one’s boss, subordinates and colleagues also form a major source of stress. Poor relations involve low trust, low supportiveness and low interest in listening to and dealing with organizational problems of the members. The members feel more stress if the boss is low on ‘consideration’. ‘Task oriented’
Managers cause more stress to subordinates than ‘people-oriented’ managers. Not only has the pressure of relationship generated stress also by a lack of adequate social support from colleagues during difficult situations.
Organizational structure and climate:
This source of stress involves perception of being in the organization and a threat to one’s freedom, autonomy and identity.
Chapter 3 Theoretical perspective
Specifically such stressors include: little or no participation in decision-making, lack of belongingness, lack of effective consultation, poor communication, restrictions on behavior and politics by some organizational members.
Organizational leadership:
Leadership style also may cause stress. Suppose an employee needs a great deal of social support from his leader but the leader shows no concern or compassion for him. This employee will
Probably feel stressed. Similarly, assume an employee who has a strong need to participate in decision-making and to be active in all aspects of management. But his boss is very autocratic and refuses to consult subordinates about anything. Naturally, stress is likely to result.
Group pressures:
Group pressures may include pressure to restrict output, pressure to conform to the group’s norms, and so forth. For instance, it is quite common for a work group to arrive at an informal agreement about how much each member will produce. Individuals who produce much more or much less than this level may be pressurized but the group to get back in line. An individual who feels a strong need to vary from the group’s expectations (perhaps to get a pay raise or promotion) will experience a great deal of stress, especially if acceptance by the group is also important to him or her.
Chapter 3 Theoretical perspective
Individual stressors:
Some stressors at the level of an individual may arise in the context of organization life or personal life. These include: career development, personality type, life change and life trauma which are discussed below:
Career Development:
There are two major cluster of stressors relating to career development: (i) lack of job security (fear of redundancy, obsolescence or early retirement) ; (ii) status incongruity (under or over promotion and frustration stemming from attainment of one’s career ceiling).
Type A and B Personality Profiles:
Two cardiologists, Meyer Friedman and Ray Rosenman, first observed Type A and B profiles. They first got the idea when a worker repairing a upholstery on their waiting-room chairs noted that many of the chair s were worn only on the front. This suggested to the two cardiologists that many heart patients were anxious and had a hard time sitting still-they were literally sitting on the edges of their seats.
Using this observation as a starting point, Friedman and Rosenmen began to study the phenomenon more closely. They
Chapter 3 Theoretical perspective
eventually concluded that their patients were exhibiting one of the two very different types of behavior patterns. Their research also led them to conclude that the differences were personality-based. They labeled these two behavior types as Type A and Type B.
The extreme Type A personality is characterized by feeling a chronic sense of time urgency and by an excessive competitive drive. The Type A individual is “aggressively involved in a chronic, incessant struggle to achieve more and more in less and less time, and if required to do so, against the opposing efforts of other things or other persons. “the characteristics of Type A personality include the following:
always moving, walking talking and eating rapidly.
Feeling of impatience with the rate at which most events take place.
Striving to think or do two or more things simultaneously.
Persistent inability to cope with leisure time.
Obsession with numbers; success is measured in terms of how much of everything they acquire.
Aggressive and competitive attitude.
Constantly feels under time pressure.
Chapter 3 Theoretical perspective
In constantly to the Type A personality, there is the Type B, who is exactly opposite. Type B’s are “rarely carried by the desire to obtain a wildly increasing number of things or participate in an endless growing series of events in an ever decreasing amount of time. Type B personalities can be identified by the following characteristics:
Never suffer from a sense of time urgency with its
accompanying impatience.
Feel no need to display or discuss either their achievements or accomplishments unless such exposure is demanded by the situation.
Play for fun and relaxation, rather than to exhibit their superiority at any cost.
Can relax without guilt.
Have no pressing deadlines.
Are mild mannered.
Are never in a hurry.
One should not draw the conclusion that Type A people are more successful than Type B people. In reality, however, this is not necessarily true. The Type B people is not necessarily any more or less successful than Type B person is not necessarily any more or less successful than Type A. There are several possible explanations for
Chapter 3 Theoretical perspective
this. For example, Type A people may alienate others because of
their drive and may miss out an important learning opportunities in their quest to get ahead. Type B, on the other hand, may have better inter-personal reputation and may learn a wider array of skills.
Life changes:
A life change is any meaningful change in a person’s personal or work situation. Holmes and Rahe reasoned that major changes in a person’s life can lead to stress and eventually to disease. Several of these events relate directly (fired from work, retirement) or indirectly (change in residence) to work.
Each event’s point value supposedly reflects the event’s impact on the individual. At one extreme, a spouse’s death, assumed to be the most traumatic event considered, is assigned a point value of 100. at the other extreme, minor violations of the law only 11points. The points themselves represent life change units, or LCUs. Both negative events (divorce and trouble with the boss) as well as positive ones (marriage and vacations) may be assigned point values or LCUs.
Holmes and Rahe argued that a person can handle a certain threshold of LCU’s, but beyond that level problems cannot be settled. In particular, they suggested that people who encounter more than 150 LCU’s in a given year will experience a decline in their health the following year. A score of between 150 and 300 LCU’s supposedly
Chapter 3 Theoretical perspective
carries a 50 percent chance of major illness, while the chance of major illness is said to increase to 70 percent if the number of LCU’S
exceeds 300. these ideas offer some insight into the potential impact of stress and underscore our limitations in coping with stressful events. However, research on Holmes and Rahe’s proposals has provided only mixed support.
Life trauma:
A life trauma is any upheaval in an individual’s life that alters his or her attitudes, emotions, or behaviors. To illustrate, according to the life change view, a divorce adds to a person’s potential for health problems in the following year. At the same time, the person will obviously also experience emotional turmoil during the actual divorce process. This turmoil is a form of life trauma and will clearly cause stress, much of which may spill over into work place.
Life trauma is similar to life change, but it has a narrower, more direct, and shorter-term focus. Major life traumas that may cause stress include marital problems, family difficulties, and health problems initially unrelated to stress. For example a person learns that he has developed arthritis that will limit his favorite hobby. His dismay over the news may translate into stress at work. Similarly, a worker going through a family breakup will almost certainly go through difficult periods. Some of which will affect his job performance.
Chapter 3 Theoretical perspective
3.7 CONSEQUENCES OF STRESS
Stress can produce three types of consequences as follows:
Individual consequences,
Organizational consequences, and
Burnout.
Individual consequences
Stress is both a friend and a foe. Stress is not always demanding or bad. A mild stress may lead to increase in employee’s job performance. People in certain jobs such as newspapers journalists and television announcers who work under time pressures would seem to benefit from mild level of stress. Yet, the mild level of stress will vary from individual to individual. But, high level of stress has three types of harmful consequences of the individual as discussed below.
Impact on Health:
Stress has tremendous impact on physical health of the employees. A high level of stress is accompanied by high blood pressure and high level of cholesterol. It may lead to heart disease, ulcers and arthritis. Health care professionals have reported that up to 90 percent patients complain of stress related symptoms and disorders.
Chapter 3 Theoretical perspective
Psychological Consequences:
The symptoms of psychological consequences are anger, anxiety, depression, nervousness, irritability and tension. These psychological outcomes of stress, in turn, lead to lowering of self-esteem, resentment of supervision, inability to concentrate and make wrong decisions. These all boil down to poor job performance.
Impact on Behaviors:
Stress, if sustained over a long period, also adversely affects the employee’s behavior. The consequences of stress on employee’s behavior reflected include over-eating or under-eating, sleeplessness, increased smoking and drinking and drug abuse. Employees may experience stress and react by getting funk and staying home from work on the next day with hangover. They may eventually quit or be sacked from the job. research has proved that the employees suffering from job stress become less cooperative at home also. Stress, if continued beyond the abilities and capacities of employee to respond, leads to the physical and psychological exhaustion and possibly ultimate collapse. Stress is, therefore, considered an ‘invisible killer also’.
Chapter 3 Theoretical perspective
Organizational Consequences
The above individual consequences of stress can affect the organization also. The adverse consequences on the organization include low performance and productivity, high rates of absenteeism and turnover, lost customers because of poor worker attitudes, increased alienation of the worker from the job, and even destructive and aggressive behaviors resulting in strike and sabotage. The stress experienced by employees who take on critical roles and are responsible for public safety can sometimes be detrimental to the well being of the constituents served. For instance, stress experienced by a train driver or an airplane pilot, can endanger several precious lives. Thus, the costs of employee stress to the organization in terms of lost profits, declining assets. Bad image and loss of future business are enormous.
Burnout
Burnout is a general feeling of exhaustion that develops when a person simultaneously experiences too much pressure and has too few sources of satisfaction. Quite often, people with high aspirations and strong motivation to get things done are prime candidates for burnout under certain conditions. They are especially vulnerable when the organization suppresses or limits their initiative constantly demanding that serve the organization’s own ends.
Chapter 3 Theoretical perspective
In such a situation, the individual is likely to put too much of himself into the job. The most likely effects are prolonged stress, fatigue, frustration and helplessness under the burden of overwhelming demands. The person literally exhausts his aspirations and motivation, much as a candle burns itself out. Loss of self-confidence and psychological withdrawal follow leading to burnout as shown in the figure.
Burnout
Chapter 3 Theoretical perspective
Burnout is often associated with a mid-life or mid career crisis, but it can happen at different times to different people. Individuals in
the helping professions, such as teachers and counselors, seem to be susceptible to burnout because of their jobs, whereas other may be vulnerable because of their upbringing, expectations, or personalities. Burnout is frequently associated with other under stressful and tension-filled conditions.
3.8 Responding to stress:
Our response to stress is complex and multidimensional stress affects us at several levels.
Emotional response Annoyance, anger, anxiety fear, grief.
Physiological response
Responding Autonomic arousal, hormonal,
To stress fluctuations, neurochemical stress changes and so on
Behavioral response
Copying efforts, such as lashing out at opens blaming oneself and releasing emotions.
Chapter 3 Theoretical perspective
3.9 Coping Strategies at the Organizational Level
Organizational role clarity:
People experience stress when they are not clear about what they are expected to do in the organization. This may happen because there is ambiguity in the role or there is role conflict. Such a situation can be overcome by defining each role more clearly. Role analysis technique helps to analyze what the job entails and what the expectations are. Breaking down the job to its various components will clarify the role of the job incumbent for the entire system. This will help to eliminate imposing unrealistic expectations on the individual leading to reduce stress.
Job Redesign:
Job may be a source of stress to many individuals. Properly designed jobs and work schedules can help ease stress in the individuals and the organization.
Stress Reduction and Stress Management Programmes:
Stress reduction programmes aim to identify relevant organizational stressors and thus to reduce their effects by redesigning, reallocating workloads, improving supervisory skills, providing more autonomy or job variety, etc. stress management schemes usually focus on training individual employees or their work groups, to manage their stress symptoms in more effective ways.
Chapter 3 Theoretical perspective
Collateral Programmes (personal wellness):
A collateral stress program is an organizational programme specifically created for the well being of the employees. Organization have adopted stress management programmes, health promotion programmes, career development programmes, counseling and other kinds of programmes for this purpose.
Supportive organizational climate:
Many organizational stressors emerge because of faulty organizational policies and practices. To a great extent, creating supportive organizational climate can control these. Supportive organizational climate depends upon managerial leadership rather than the use of power and money to control behavior. The focus is primarily on participation and involvement of employees in decision-making process. Such a climate develops belongingness among the employees, which helps them reduce their stress.
Counseling:
Counseling is discussion of a problem by a counselor with an employee with a view to help the employee cope with it better. Counseling seeks to improve employee’s mental health by the release of emotional tension, which is also known as emotion catharsis. People get an emotional release from their frustrations and other problems whenever they have an opportunity to tell someone about them.
Chapter 3 Theoretical perspective
Coping Strategies by Individuals
Individuals can use the following techniques to overcome stress:
Relaxation:
Coping with stress requires adaptation. Proper relaxation is an effective way to adapt. Relaxation can take many forms. One way to relax is to take regular vacations. It has been observed that people’s attitude towards a variety of workplace characteristics improve significantly following a vacation. People can also relax while on the job. For example, it has been recommended that people take regular rest breaks during their normal workday. A popular way of resting is to sit quietly with closed eyes for about ten minutes every afternoon.
Time management:
Time management is often recommended for managing stress. The idea is that many daily pressures can be eased if a person does a better job of managing time. One popular approach to time management is to make a list every morning of the things to be done that day. The things to be done may be arranged in the list according to their importance. This strategy helps people to get more of the important things done every day. It also encourages delegation of less important activities to others.
Chapter 3 Theoretical perspective
Role management:
Under this, the individual works to avoid role overload, role ambiguity and role conflict. For instance, if a worker does not know what is expected of him, he should ask for clarification from his boss. A worker should accept extra work if he feels that he would be able to do that.
Meditation:
Another way to reduce stress is meditation. Meditation involves quiet, concentrated inner thought in order to rest the body physically and emotionally. It helps remove a person from stressful world temporarily.
Support group:
It is a group of friends or family members with whom a person can share his feelings. Supportive family and friends can help people cope routine types of stress on an ongoing basis.
Exercise
Exercise also can help to reduce stress. It may seem contradictory to say that both relaxation and exercise reduce stress, but exercise helps people relax. Exercise is a particularly helpful way to deal with nervousness about a future stressful event.
Chapter 3 Theoretical perspective
Distraction:
Distraction also helps us to cope with stress that is not painful. People who are concentrating on a difficult task find it helpful to take a break once in a while. They may go to a movie, read something entertaining, play a round of golf, or just daydream. Furthermore, trying to find the humor in a stressful situation often provides an effective distraction.
3.10 Conclusions:
Stress involves circumstances and experiments that are perceived as threatening. Stress is a common, everyday event, and even seemingly minor stressors or hassles can be problematic. To a large degree, stress lies in the eye of the beholder. Whether one feels threatened by events depend on how one appraises them.
Stress events help to satisfy our needs for stimulation and challenge. Stress frequently promotes personal growth or self-improvement. Stressful events sometimes force us to develop new skills, learn new insights, and acquire new strengths. In other words, the adaptation process initiated by stress may lead to personal changes that are changes for the better. Confronting and conquering a stressful challenge may lead to improvements in specific coping abilities and to and to enhanced self-esteem. In sight of the negative effects that stress can have, improved stress tolerance is a desirable goal.
Chapter 4 Research methodology
4.1 Research design:
The research design adopted for the project is descriptive research. This research was undertaken to study the level of stress of permanent workers .
A research design is purely a framework for a project that guides the collection and analysis of data. The main aim of such a design is to ensure that the required data are collected objectively, accurately and economically.
4.2 Sampling design:
Before undertaking the survey the sampling unit, sample size and sampling procedure are to be determined.
The study undertaken for the research is census survey.
4.3 Data collection method
Research instrument:
A well-structured vernacular questionnaire was used for collecting the primary data from the workers.
Pilot study
Pre-testing of questionnaire was done in order to determine the shortcomings of questions.
Chapter 4 Research methodology
4.4 Sources of data
Primary data: Data collected through questionnaire.
Secondary data: Books, Web site, Magazine.
4.5 Limitations:
The views of the respondents were subjected to their bias and prejudice.
The genuinity of finding is limited by the opinion of respondents and accuracy of statistical tools used for analysis.
The research was done in short span of time.
Chapter 5 Data Analysis and Interpretation
5. Data analysis and interpretation
Gender : Male 15 Female 85
Age : Less than or equal to 30 years 36
31-40 years 49 Above 40 years 15
Marital Status : Married 78 Unmarried 22
Work Experience : Less than or equal to 10 years 34
11-15 years 40 Above 15 years 26
Designation : Stitcher and Inspector
Table worker and holder
Cutter and skiver
Income group : Less than Rs.2000/-
Rs.2001 – Rs.3000/-
Above Rs.3000/-
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether they get co-operation from their co-workers (refer statement no. 1 of section B in appendix)
Co-operation with co-workers
Table 1
S.No. Factors No. of respondents % of respondents
1 Strongly agree
39
39%
2 Agree 47 47%
3 Neither agree nor disagree
11
11%
4 Disagree 2 2%
5 Strongly disagree
1
1%
Total 100
Inference:
Most of the respondents get co-operation from their co-workers for accomplishing their task and rest of them do not get due to personal misunderstanding.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether they get co-operation from their superiors (refer statement no. 2 of section B in appendix)
Co-operation with superiors
Table 2
S.No. Factors No. of respondents % of respondents
1
Strongly agree
39
39%
2
Agree
44
44%
3
Neither agree nor disagree
13
13%
4
Disagree
4
4%
5
Strongly disagree
---
---
Total
100
Inference:
Most of the respondents get co-operation from their superiors because they go and explain their problems, and get solution from their superiors and rest due to fear of inefficiency they don’t come out with their problems.
Chapter 5 Data Analysis and interpretation
The respondents were asked whether they are overloaded with their works (refer statement no.3 of section B in Appendix)
Overloaded with work
Table 3
S.No. Factors No. of respondents % of respondents
1 Strongly agree
23
23%
2 Agree
17 17%
3 Neither agree nor disagree
38 38%
4 Disagree
19 19%
5 Strongly disagree
3 3%
Total
100
Inference:
Most of the respondents disagree that they are overloaded with work because their productivity level is high and rest of them feel they are overloaded because their productivity is low.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether they like the job for satisfaction they derive from it or because of the monetary benefit they receive (refer statement no. 4 of section B in Appendix)
Job satisfaction or Monetary benefits
Table 4
S.No. Factors No. of respondents % of respondents
1 Strongly agree 47 47%
2 Agree 26 26%
3 Neither agree nor disagree 15 15%
4 Disagree
6 6%
5 Strongly disagree 6 6%
Total 100
Inference:
Most of the respondents do their work more effectively and efficiently for earning more incentives and other monetary benefits.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether their family problems affect their routine work in the factory (refer statement no. 5 of section B in Appendix)
Family problems in routine work
Table 5
S.No. Factors No. of respondents % of respondents
1
Strongly agree
40
40%
2
Agree
35
35%
3
Neither agree nor disagree
10
10%
4
Disagree
10
10%
5
Strongly disagree
5
5%
Total
100
Inference:
Most of the respondents agree that their family problem has impact on their level of performance due to emotional problems.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether they get depressed if someone finds faults in their job (refer statement no.6 of section Bin Appendix)
Faults in their job
Table 6
S.No. Factors No. of respondents % of respondents
1
Strongly agree
26
26%
2
Agree
55
55%
3
Neither agree nor disagree
9
9%
4
Disagree
8
8%
5
Strongly disagree
2
2%
Total
100
Inference:
Most of the respondents agree that they get depressed while someone finds out their because of punitive action and job security.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether conflict arises within their co-workers (refer statement no.7 of section B in Appendix).
Conflict
Table 7
S.No. Factors No. of respondents % of respondents
1 Strongly agree 13 13%
2 Agree 21 21%
3 Neither agree nor disagree 20 20%
4 Disagree 35 35%
5 Strongly disagree 7 7%
Total 100
Inference:
Most of the respondents agree that conflict does not arises among them because the roles, responsibilities and work is assigned to them based on established task routine and procedures.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether their routine work system irritates them (refer statement no.8 of section B in Appendix)
Routine work system
Table 8
S.No. Factors No. of respondents % of respondents
1 Strongly agree 13 13%
2 Agree 21 21%
3 Neither agree nor disagree 24 24%
4 Disagree 37 37%
5 Strongly disagree 5 5%
Total 100
Inference:
Most of the respondents are not irritated upon their routine work because every time when they perform their task they become experts in their job.
Chapter 5 Data Analysis and interpretation
The respondents were asked whether they work under excessive noise in the work (refer statement no.9 of section B in Appendix)
Work under excessive noise
Table 9
S.No. Factors No. of respondents % of respondents
1 Strongly agree 17 17%
2 Agree 21 21%
3 Neither agree nor disagree 25 25%
4 Disagree 30 30%
5 Strongly disagree 7 7%
Total 100
Inference:
Most of the respondents agree that they don’t work under excessive noise because the machines are highly sophisticated and produce minimum noise.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether the lighting facilities should be improved (refer statement no.10 of section B in the Appendix)
Lighting facilities
Table 10
S.No. Factors No. of respondents % of respondents
1 Strongly agree
61 61%
2 Agree 32 32%
3 Neither agree nor disagree 5 5%
4 Disagree
2 2%
5 Strongly disagree - -
Total
100
Inference:
Most of the respondents agree that lighting facilities should be improved because visibility put more strain on their eyes, which results fatigue.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether their salary is fair (refer statement no.11 of section B in Appendix)
Salary
Table 11
S.No. Factors No. of respondents % of respondents
1 Strongly agree 20 20%
2 Agree 24 24%
3 Neither agree nor disagree 22 22%
4 Disagree 20 20%
5 Strongly disagree 14 14%
Total
100
Inference:
Most of the respondents agree that they are happy with the pay structure because they are sufficiently rewarded for their performance.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether their work place is quite airy (refer statement no.12 of section B in Appendix)
Quite airy
Table 12
S.No. Factors No. of respondents % of respondents
1 Strongly agree
46 46%
2 Agree 44 44%
3 Neither agree nor disagree 10 10%
4 Disagree - -
5 Strongly disagree - -
Total
100
Inference:
Most of the respondents agree that their work place is quite airy because of proper ventilation system and adequate place for performance.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether their work place is free from pollution (refer statement no.13 of section B in Appendix)
Pollution
Table 13
S.No. Factors No. of respondents % of respondents
1
Strongly agree
26
26%
2
Agree
34
34%
3
Neither agree nor disagree
16
16%
4
Disagree
19
19%
5
Strongly disagree
5
5%
Total
100
Inference:
Most of the respondents agree that their work place is free from pollution because they have echo-friendly atmosphere at work.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether they are satisfied with the performance of the trade union (refer statement no.14 of section B of Appendix)
Performance of the Trade union
Table 14
S.No. Factors No. of respondents % of respondents
1
Strongly agree
3
3%
2
Agree
8
8%
3
Neither agree nor disagree
29
29%
4
Disagree
38
38%
5
Strongly disagree
22
22%
Total
100
Inference:
Most of the respondents agree that they are not satisfied with the performance of the trade union because the union leaders are interested in personal benefits rather than the welfare of the workers.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether they could concentrate on their children’s education beside their job (refer statement no. 15 of section B in Appendix)
Children’s Education
Table 15
S.No. Factors No. of respondents % of respondents
1
Strongly agree
15
15%
2
Agree
23
23%
3
Neither agree nor disagree
24
24%
4
Disagree
30
30%
5
Strongly disagree
8
8%
Total
100
Inference:
Most of the respondents agree that they are able to concentrate on their children’s education because of their improved financial status and the moral support of their family members.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether they take more strain to attend the work because their house is very far from the factory (refer statement no.16 of section B in Appendix)
Distance between work and home
Table 16
S.No. Factors No. of respondents % of respondents
1
Strongly agree
14
14%
2
Agree
25
25%
3
Neither agree nor disagree
22
22%
4
Disagree
31
31%
5
Strongly disagree
8
8%
Total
100
Inferences:
Most of the respondent hail from the near by area. Distance between home and work place is not a constraint for their optimum level of performance.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether the elderly people and their children in their house are frequently ill and it affects their routine works (refer statement no.17 of section B in Appendix)
Family life affects their routine work
Table 17
S.No. Factors No. of respondents % of respondents
1
Strongly agree
11
11%
2
Agree
17
17%
3
Neither agree nor disagree
29
29%
4
Disagree
31
31%
5
Strongly disagree
12
12%
Total
100
Inference:
Most of the respondents agree that routine work does not get affected because they are able to balance their family life and they are able to give sufficient care and comfort to their family members.
Chapter 5 Data Analysis and Interpretation
The respondents were asked whether their family members are co-operative in making them to attend the work without any problem (refer statement no.18 of section B in Appendix)
Co-operation of Family members
Table 18
S.No. Factors No. of respondents % of respondents
1
Strongly agree
53
53%
2
Agree
29
29%
3
Neither agree nor disagree
11
11%
4
Disagree
3
3%
5
Strongly disagree
4
4%
Total
100
Inferences:
Most of the respondents feel that their family members are co-operative and supportive in every aspect of life.
Chapter 5 Data Analysis and Interpretation
The respondents were asked about the physical consequences (refer statement no.19 of section B in Appendix)
Physical consequences
Table 19
Symptoms Never Sometimes Quite often Almost constantly
Headaches 21 46 29 4
Weakness 48 31 29 4
High blood pressure 57
30 12 1
Pain in lower back 13 48 25 14
Indigestion 55 29 14 2
Muscle aches 37 40 21 2
Trembling 54 32 13 1
Stomach upset 41 30 25 4
Skin diseases 72 18 9 1
Inferences:
Most of the respondents sometimes develop tension, headaches, pain in lower part of back and muscle aches.
Most of the respondents never suffer from weakness, high blood pressure, indigestion, trembling, stomach upset and skin diseases.
Chapter 5 Data Analysis and Interpretation
The respondents were asked about the psychological consequences (refer statement no. 10-21 of section C in Appendix)
Psychological consequences
Table 20
Symptoms
Never Sometimes Quite often Almost constantly
Feeling tense 32 45 20 3
Anxiety (vague fear) 53 22 18 7
Depression 39 35 15 11
Irritation 58 26 13 3
Temper outburst 19 46 30 5
Feeling of hopelessness 53 22 18 7
Negative self talk 61 20 16 3
Boredom 45 31 22 2
Confusion 31 41 22 6
Forget fullness 24 30 39 7
Poor concentration 31 36 31 2
Absent yourself often to work
84
13
1
2
Inference:
Most of the respondents sometimes suffer from feeling tense, temper outburst, confusion, forgetfulness and poor concentration.
Most of the respondents never suffer from anxiety, depression, irritation, feeling of hopefulness, negative self talk, boredom, and absent themselves for work.
Chapter 5 Data Analysis and Interpretation
The respondents were asked about the behavioral consequences (refer statement no.22-26 of section C in Appendix)
Behavioral consequences
Table 21
Symptoms Never
Sometimes Quite often Almost constantly
Hiding 73
20 7 4
Intolerance 51
30 15 3
Decrease in contacts 42
45 10 2
Distrust
71
16 11 6
Feeling isolated 56 26 12 6
Inference:
Most of the respondents sometimes develop decrease in contacts.
Most of the respondents never develop from hiding, intolerance, distrust, and feeling isolated.
Chapter 5 Data Analysis and Interpretation
The respondents were asked how do they cope up with stress (refer statement no. 1-13 of section D in Appendix)
Sl.
No.
Statements
Never
Some
times Quite often Almost constantly
1. Accept the situation because there is nothing I can do to change it
9
50
9
32
2. Leave the office and go home early
16
31
5
48
3. Direct myself to some other work 51 29 11 4
4. Try to solve the problem by consulting others
15
43
26
16
5. Take the situation as an opportunity to learn and do things what is expected of me
18
25
14
43
6. Take immediate actions based on situation
10
40
16
34
7. Do yoga exercise
42 23 12 23
8. Listen to music
5 38 30 27
9. Ignore the problem
44 25 5 26
10. I can cool down myself and back to work 13 23 5 59
Coping up techniques
Table22
Chapter 5 Data Analysis and Interpretation
11. React aggressively to those who are/were responsible for the situation
35
32
23
10
12. Seek company of friends and family leaving the situation aside
24
29
10
37
13. Leave the situation to god to take care of
6
15
8
71
Inference:
When most of the employees are under stress almost constantly, they prefer to keep themselves cool and get back to work and keep the situation as an opportunity to learn and do things what is expected from them, if not they prefer to leave the offices and go home early, seek company of friends and family leaving the problem aside and leave the situation to God to take care of it.
The employees rarely listen to music. Apart from this they take immediate action based on situation and try to solve the problems by consulting others. The other methods practiced by them are accepting the situation because there is nothing they can do to change it.
The employees never ignore the problem nor do they react aggressively to those who were responsible for the situation and direct themselves to some other work.
Chapter 6 Statistical tools
STATISTICAL TOOL
6.1 Quartile Deviation
Quartiles are position values similar to the median. There are three quartiles developed by Q1, Q2, and Q3. Q1 is called the lower quartile or first quartile. In a distribution one fourth of the items are less than Q1 and the other ¾ items are greater than Q1. Q2 is called the medium quartile. Q3 is called the upper quartile or the 3rd quartile. ¾ of the item are less than Q3 and the other ¼ are greater than Q3.
For set of observations arranged in ascending order of magnitude,
Q1 = the value of N+ ¼ observation.
Q2 = is called the 2nd or the medium quartile.
Q3= the value of 3(N+1)/4th observation.
In a frequency distribution,
QI = 1I + N/4-m X c, I = 1, 2, 3.
FI
In this project the researcher used quartile deviation to find out the level of stress.
Chapter 6 Statistical Analysis
Quartile deviation
Division of quartiles
Total Stress level Percentile 25 Median Percentile 75
58 63 70
Score below 58 indicates low level of stress.
Score between 58 to 70 indicates average level of stress.
Score above 70 indicates average level of stress.
Frequency distribution of total stress level
Table 23
S.No. Level of stress No of respondents % of respondents
1 Low 26 26%
2 Average 48 48%
3 High 26 26%
Total 100
Inference:
From the above table it can be inferred that 48% of the respondents have average level of job stress, among the respondents the low and high level of job stress tends to remain the same (26%).
Chapter 6 Statistical Analysis
Stress level with respect to Gender
Table 24
Gender Level of
stress No. of respondents %of respondents
Male Low 3 20%
Average 6 40%
High 6 40%
Total 15
Female Low 23 27.05%
Average 42 49.41%
High 20 23.52%
Total 85
Interpretation:
From the above table it can be inferred that,
Male
Out of 15 respondents the average and high level of stress remains the same (40%) and 20% of respondents have low level of
stress.
Female
Out of 85 respondents 49.41% of respondents have average level of stress, 27.05% of respondents have low level of stress and 23.52% of respondents have high level of stress.
Chapter 6 Statistical Analysis
Stress level with respect to age group
Table 25
Age group Level of stress No of respondents %of respondents
Less than 30 years Low 15 41.6%
Average 16 44.44%
High 5 13.88%
Total
36
31 to 40
years Low 7 14.28%
Average 26 53.06%
High 16 32.65%
Total
49
Greater than 40 years Low 4 26.66%
Average 6 40%
High 5 33.33%
Total
15
Chapter 6 Statistical Analysis
Interpretation:
From the above table inferred that age group,
Less than 30 years
Out of 36 respondents 44.44% of respondents have average level of stress, 41.6% of respondents have low level of stress and 13.88% of respondents have high level of stress.
31- 40 years
Out of 49 respondents 53.06% of respondents have average level of stress, 32.65% of respondents have high level of stress and 14.28% of respondents have low level of stress.
Greater than 40 years
Out of 15 respondents 40% of respondents have average level of stress, 33.33% of respondents have high level of stress and 26.66% of respondents have low level of stress.
Chapter 6 Statistical Analysis
Stress level with respect to work experience
Table 26
Work experience Level of stress No. of respondents
% of respondents
Below 10 years Low 14 41.17%
Average 15 44.11%
High 5 14.07%
Total 34
10 to 15 years Low 7 17.5%
Average 20 50%
High 13 32.5%
total 40
Above 15 years Low 5 19.23%
Average 13 50%
High 8 30.75%
Total 26
Chapter 6 Statistical Analysis
Interpretation:
From the above table it can be inferred that work experience,
Below 10 years
Out of 34 respondents 44.11% of respondents have average level of stress, 41.17% of respondents have low level of stress and 14.07% of respondents have high level of stress.
10 – 15 years
Out of 40 respondents 50% of respondents have average level of stress, 32.5% of respondents have high level of stress and 17.5% of respondents have low level of stress.
Above 15 years
Out of 26 respondents 50% of respondents have average level of stress, 30.76% of respondents have high level of stress and 19.23% of respondents have low level of stress.
Low Average High Low Average High Low Average High
Below 10 years 10 – 15 years Above 15 years
Chapter 6 Statistical Analysis
Stress level with respect to occupation
Table 27
Designation Level of stress No. of respondents % of respondents
Stitchers and inspectors Low
12 23.07%
Average
26 50%
High
14 26.92%
Total
52
Table workers and folders Low
5 21.73%
Average
8 34.78%
High
10 43.47%
Total
23
Cutters and skivers Low
9 36%
Average
14 56%
High
2 8%
Chapter 6 Statistical Analysis
Interpretation:
From the above table it can be inferred that occupation,
Stitchers and Inspectors
Out of 52 respondents 50% of respondents have average level of stress, 26.92% of respondents have high level of stress and 23.07% of respondents have low level of stress.
Table workers and Folders
Out of 23 respondents 34.78% of respondents have average level of stress, 43.47% of respondents have high level of stress and 21.73% of respondents have low level of stress.
Cutters and Skivers
Out of 25 respondents 56% of respondents have average level of stress, 36% of respondents have low level of stress and 8% of respondents have high level of stress.
Low Average High Low Average High Low Average High
Stitcher and Inspector Table worker and Folder Cutter and Skiver
Chapter 6 Statistical Analysis
Stress level with respect to Marital status
Table 28
Marital status Level of stress No. of respondents %of respondents
Married Low 18 23.07%
Average 40 51.28%
High 20 25.64%
Total 78
unmarried Low 8 36.36%
Average 8 36.36%
High 6 27.27%
Total 22
Interpretation:
From the above table it can be inferred that,
Married
Out of 78 respondents 51.28% of respondents have average level of stress, 25.64% of respondents have low level of stress and 23.07% of respondents have high level of stress.
Unmarried
Out of 22 respondents low and average level of stress, tends to remain the same (36.36%) and 27.27% of respondents have high level of stress.
Chapter 6 Statistical Analysis
Level of physical consequences of stress
Division of quartile
Physical consequences Percentile 25 Median Percentile 75
26
28.5
31
Physical score below 26 indicates low level of physical consequences.
Physical score between 26 to 31 indicates average level of physical consequences.
Physical score above 31 indicates high level of physical consequences.
Total frequency of physical consequences
Table 29
Frequency
No. of respondents Percentage of respondents
Low 31 31%
Average 39 39%
High 30 30%
Total 100
Interpretation:
From the above table it can be inferred that 39% of respondents face average level of physical consequences, 31% of respondents face low level of physical consequences and 30% of respondents face high level of physical consequences.
Chapter 6 Statistical Analysis
Level of Psychological consequences of stress
Division of quartile
Psychological consequences Percentile 25 Median Percentile 75
34
36
42
Psychological score below 34 indicates low level of psychological consequences.
Psychological score between 34 to 42 indicates average level of psychological consequences.
Psychological score above 42 indicates high level of psychological consequences.
Total frequency of Psychological consequences
Table 30
Frequency
No. of respondents Percentage of respondents
Low 32 32%
Average 41 41%
High 27 27%
Total 100
Interpretation:
From the above table it can be inferred that 41% of respondents face average level of psychological consequences, 32% of respondents face low level of psychological consequences and 27% of respondents face high level of psychological consequences.
Factors
Chapter 6 Statistical Analysis
Level of behavioral consequences of stress
Division of quartile
Behavioral consequences Percentile 25 Median Percentile 75
15 17
19
Behavioral score below 15 indicates low level of behavioral consequences.
Behavioral score between 15 to 19 indicates average level of behavioral consequences.
Behavioral score above 19 indicates high level of behavioral consequences.
Total frequency of Behavioral consequences
Table 31
Frequency No. of respondents Percentage of respondents
Low 28 28%
Average 39 39%
High 33 33%
Total 100
Interpretation:
From the above table it can be inferred that 39% of respondents face average level of behavioral consequences, 28% of respondents face low level of behavioral consequences and 33% of respondents face high level of behavioral consequences.
Chapter 6 Statistical Analysis
Level of Overall consequences of stress
Division of quartile
overall consequences Percentile 25 Median Percentile 75
77.00
82.00
89.50
The overall consequences score below 77 indicates low level of consequences.
The overall consequences score between 77 to 89.5 indicates average level of consequences.
The overall consequences score above 89.5 indicates high level of consequences.
Frequency of total consequences of stress
Table 32
Level of consequences No. of respondents Percentage of respondents
Low 26 26%
Average 49 49%
High 25 25%
Interpretation:
From the above table it can be inferred that 49% of respondents face average level of overall consequences, 26% of respondents face low level of overall consequences and 25% of respondents face high level of overall consequences.
Chapter 6 Statistical Analysis
Overall consequences with respect to Gender
Table 33
Gender Level of stress No. of respondents %of respondents
Male Low 4 27%
Average 7 46%
High 4 27%
Total 15
Female Low 22 25.8%
Average 42 49.4%
High 21 24.7%
Total 85
Interpretation:
From the above table it can be inferred that,
Male
Out of 85 respondents 49.4% of respondents face average level of overall consequences, 25.8% of respondents face low level of overall consequences and 24.7% of respondents face high level of
overall consequences.
Female
Out of 22 respondents 46% of respondents face average level of overall consequences, low and high level of consequences remains the same at 27%.
Low Average High Low Average High
Male Female
Chapter 6 Statistical Analysis
Overall consequences with respect to Age group
Table 34
Age group Level of stress No of respondents %of respondents
Less than 30 years Low 7 19.44%
Average 20 55.56%
High 9 25%
Total
36
31 to 40
years Low 14 28.57%
Average 23 46.94.%
High 12 24.49%
Total
49
Greater than 40 years Low 5 33.33%
Average 6 40%
High 4 26.67%
Total
15
Chapter 6 Statistical Analysis
Interpretation:
From the above table inferred that age group,
Less than 30 years
Out of 36 respondents 55.56% of respondents face average level of overall consequences, 25% of respondents face high level of overall consequences and 19.44% of respondents face low level of overall consequences.
31- 40 years
Out of 49 respondents 46.94% of respondents face average level of overall consequences, 28.57% of respondents face low level of overall consequences and 24.49% of respondents face high level of overall consequences.
Greater than 40 years
Out of 15 respondents 40% of respondents have average level of overall consequences, 33.33% of respondents face low level of overall consequences and 26.67% of respondents face high level of overall consequences.
Low Average High Low Average High Low Average High
Less than or equal 31 – 40 years Greater than 40 years
to 30 years
Chapter 6 Statistical Analysis
Overall consequences with respect to Marital Status
Table 35
Marital status Level of stress No. of respondents %of respondents
Married Low 21 26.92%
Average 37 47.44%
High 20 25.64%
Total 78
unmarried Low 5 22.73%
Average 12 54.55%
High 5 22.73%
Total 22
Interpretation:
From the above table it can be inferred that,
Married
Out of 78 respondents 47.44% of respondents face average level of overall consequences, 26.92% of respondents face low level of overall consequences and 25.64% of respondents face high level of overall consequences.
Unmarried
Out of 22 respondents 54.55% of respondents face average level of overall consequences, low and high level of consequences of respondents tends to remain the same at 22.73%.
Chapter 6 Statistical Analysis
Overall consequences with respect to work experience
Table 36
Work experience Level of stress No. of respondents % of respondents
Below 10 years Low 5 14.71%
Average 20 58.82%
High 9 26.47%
Total 34
11 to 15 years Low 12 30%
Average 19 47.5%
High 9 22.5%
total 40
Above 15 years Low 9 34.62%
Average 10 38.46%
High 7 26.42%
Total 26
Chapter 6 Statistical Analysis
Interpretation:
From the above table it can be inferred that work experience,
Less than 10 years
Out of 34 respondents 58.82% of respondents face average level of overall consequences, 26.47% of respondents face high level of overall consequences and 14.71% of respondents have low level of overall consequences.
11 – 15 years
Out of 40 respondents 47.5% of respondents face average level of overall consequences, 30% of respondents face low level of overall consequences and 22.5% of respondents face high level of overall consequences.
Greater than 15 years
Out of 26 respondents 38.46% of respondents face average level of overall consequences, 34.62% of respondents face low level of overall consequences and 26.42% of respondents face high level of overall consequences.
Chapter 6 Statistical Analysis
Overall consequences with respect to occupation
Table 37
Designation Level of stress No. of respondents % of respondents
Stitchers and inspectors Low
15 28.88%
Average
22 48.07%
High
12 23.05%
Total
49
Table workers and folders Low
9 39.13%
Average
11 47.83%
High
3 13.04%
Total
23
Cutters and skivers Low
2 8%
Average
13 52%
High
10 40%
Total 25
Chapter 6 Statistical Analysis
Interpretation:
From the above table it can be inferred that occupation,
Stitchers and Inspectors
Out of 49 respondents 48.03% of respondents face average level of overall consequences, 28.88% of respondents face low level of overall consequences and 23.05% of respondents face high low of overall consequences.
Table workers and Folders
Out of 23 respondents 47.83% of respondents face average level of overall consequences, 39.13% of respondents face low level of overall consequences and 13.04% of respondents face high level of overall consequences.
Cutters and Skivers
Out of 25 respondents 52% of respondents face average level of overall consequences, 40% of respondents face high level of overall consequences and 8% of respondents face low level of overall consequences.
Chapter 6 Statistical Analysis
Level of Coping Up Techniques
Division of quartile
Total coping up techniques Percentile 25 Median Percentile 75
28
31
36
Coping up techniques score below 28 indicates low level of coping up techniques..
Coping up techniques score between 28 to 36 indicates average level of coping up techniques.
Coping up techniques score above 36 indicates high level of coping up techniques.
Total Frequency of coping up techniques
Table 38
Level of consequences No. of respondents Percentage of respondents
Low 31 31%
Average 43 46%
High 26 26%
total 100
Interpretation:
From the above table it can be inferred that 43% of respondents face average level of coping up techniques, 31% of respondents face low level of coping up techniques and only 26% of respondents face high level of coping up techniques.
Chapter 7 Findings
7.1 Findings from statistical tools
48% of the respondents face average level of stress, 26% of the respondents face low level of stress, 26% face high level of stress.
50% of stitchers and inspectors face average level of physical consequences, 56% of cutters and skivers face average level of stress, table workers and folders face high level of stress.
39% of the respondents face average level of physical consequences, 31% of the respondents face low level of physical consequences 30% face high level of physical consequences.
41% of the respondents face average level of psychological consequences, 32% of the respondents face low level of psychological consequences 27% face high level of psychological consequences.
39% of the respondents face average level of behavioral consequences, 28% of the respondents face low level of behavioral consequences 33% of the respondents face high level of behavioral consequences.
46% of male respondents face average level of overall consequences, 49.4% of female respondents face average level of overall consequences.
Chapter 7 Findings
55.56% of the respondents in age group less than 30 years face average level of overall consequences, 46.94% of the respondents in the age group 31 to 40 years face average level of overall consequences, 40% of the respondents in age group above 40 years face average level of overall consequences.
43% respondents able to balance the level of stress,26% of respondents have low level of coping up techniques.
7.1 Findings from simple tabulation
Most of the respondents agree that they get full co-operation from their co-workers (47%)
Most of the respondents agree that they get full co-operation from their superiors (44%)
Majority of respondents neither agree nor disagree whether they are over loaded with work (38%)
Majority of the respondents strongly agree that they work only for monetary benefits but not for the job satisfaction (47%)
Most of the respondents strongly agree that their family problems affect the routine work in the factory(40%).
Most of the respondents agree that they get depressed when someone finds fault in their job (55%).
Chapter 7 Findings
Majority of the respondents agree that conflict does not arise among the co-workers (35%).
Majority of the respondents feel that their routine work system does not irritate them (37%).
Majority of the respondents feel that they do not work under excessive noise (30%).
Majority of the respondents strongly agree that their lighting facilities should be improved (61%).
Majority of the respondents agree that their salary is fair (24%)
Most of the respondents feel that their work place is quite airy (46%).
Most of the respondents feel that their work place is free from pollution (34%).
Majority of the respondents are not satisfied with the performance of trade union (34%).
Majority of the respondents that they could concentrate on their children’s education (30%).
Majority of the respondents agree that they do not take any strain to attend the work, because their house is not far from the factory (31%).
Majority of the respondents feel that elderly people and their children in their house or not frequently ill and it does not affect the routine work (31%).
Chapter 7 Findings
Majority of the respondents feel that their family members are very co-operative in making them to attend the work without any problem (53%).
Most of the respondents never suffer from weakness, high blood pressure, indigestion, trembling, stomach upset and skin diseases.
Most of the respondents sometimes develop tension, headaches, pain in lower back and muscle aches.
Most of the respondents never suffer from anxiety, depression, irritation, feeling of hopefulness, negative self-talk, boredom, and absent themselves from work.
Most of the respondents sometimes suffer from feeling tense, temper outburst, confusion, forgetfulness and poor concentration.
Most of the respondents never develop from hiding, intolerance, distrust, and feeling isolated.
Most of the respondents sometimes develop decrease in contacts.
Chapter 7 Findings
Most of the employees almost constantly, prefer to keep themselves cool and get back to work and keep the situation as an opportunity to learn and do things what is expected from them, if not they prefer to leave the offices and go home early seek company of friends and family leaving the problem beside and leave the situation to god to take care of it.
Most of the employees rarely listen to music. Apart from this they take immediate action based on situation and try to solve the problem by consulting others, accept the situation because there is nothing they can do to change it.
Most of the employees never ignore the problem nor they react aggressively to those who were responsible for the situation and direct themselves to some other work.
Chapter 8 Suggestions
Suggestions
Stress can be reduced by given great discretion to perform his job. Discretion can be given without changing workloads; mental health could be improved without affecting productivity.
Employees should be given sufficient number of breaks to relax and melodious music can be played during the break to reduce stress.
Open communication method can be adopted to sort out the misunderstanding between the individuals and management.
Team building should be encouraged to create spirit and supportive climate, which can prevent many common job stresses.
By using sophisticated machines for doing work, physical stress can be reduced.
Mentoring programme is assigned to show the job by senior employees to junior employees to rope and provide emotional support.
By hiring counselors the employees can share their problems and find solutions for their problems in order to reduce stress.
The company can introduce various recreational facilities focus to improve employee’s total physical and mental conditions.
If the employees are placed according to their ability then it can reduce the work stress. So selection and placement should be made properly. Study of ergonomics plays an important role in minimizing job stress.
Chapter 9 Conclusion
Conclusion
Stress is the part of the day-to-day life, which keeps increasing and causing more harms to the quality of life. Hence it becomes essential to reduce the stress.
Minimizing the stress not only implies to the organizational but also implies to the environment and to the great extent to their family and its members.
From the above survey it is concluded that the level of stress faced by the workers is average. So here recreation facilities and entertainment has also a great impact on employee’s welfare to reduce stress. As a consequence of stress employees suffer more of psychological stress compare to physical and behavioral stress.
The management should build a good rapport through interpersonal communication and by inculcating team spirit with the workers to understand problem better and take necessary care to resolve problems for mutual benefit for the employee and the organization.
Overall conclusion is that adjustment of the employee to the work, with the management, with the family members, last but not least with the environment has a greater impact in reducing the stress.
Appendix
QUESTIONAIRE
Part : A
Gender : Male / Female
Age : Less than or equal to 30 years /
31 – 40 years /
Above 40 years
Marital status : Married / Unmarried
Work Experience : Less than or equal to 10 years/
11 - 15 years /
Above 15 years
Designation : Stitcher and inspector /
Table worker and holder /
Cutter and skiver
Income group : Less than Rs.2,000 /
Rs.2,001 – Rs.3,000 /
Above Rs.3000
Appendix
PART B
Given below are some statements describing how you feel about your job. Strongly agree (SA), Agree (A), Neither agree nor disagree (N), Disagree (D), Strongly disagree (SD).
S.
No
STATEMENTS
RESPONSES
SA A
N D SD
1. I always get full co-operation from my co-workers.
2. I always get full co-operation from my superiors.
3. I am always overloaded with work.
4. I like this job, not because of satisfaction I drive from it, but because of the monetary benefits that I receive.
5. My family problems are not affecting my routine work in the factory.
6. I used to get depressed when some one finds fault in my job.
7. Often conflict arises with my co-workers.
8. Routine work system irritates me.
9. I am always working under excessive noise system.
10. I feel that lighting facilities should be improved.
11. I feel that my salary is fair.
12. My work place is quite airy.
13. My work place is free from pollution.
14. I am satisfied with the performance of the trade union.
15. I couldn’t concentrate on my children’s education because of my job.
16. I am taking more strain to attend the work because my house is very far from my workplace.
17. Elderly people and my children are frequently ill and it affects my routine work.
18. My family members are very co-operative in making me attend the work without any problem.
Appendix
PART C
The below mentioned symptoms aim at measuring the effect of job stress.
S.
No Symptoms Never Some
times Quite often Almost constantly
PHYSICAL
1. Tension headaches
2. Weakness
3. High blood pressure
4. Pain in lower part
5. Indigestion
6. Muscle aches
7. Trembling
8. Stomach upset
9. Skin diseases
10. PSYCHOLOGICAL
Feeling tense
11. Anxiety (vague fear)
12. Depression
13. Irritation
14. Temper outbursts
15. Feeling of hopelessness
16. Negative self talk
17. Boredom
18. Confusion
19. Forget fullness
20. Poor concentration
21.
Absent yourself often to work
22. BEHAVIOURAL
Hiding
23. Intolerance
24. Decrease in contacts
25. Distrust
26. Feeling isolated
Appendix
PART D
The below mentioned statements aim at studying how do you cope up when you occasionally get fed up with your job.
COPING UP TECHNIQUES
S.
No. Statements
Never Some
times Quite often Almost constantly
1. Accept the situation because there is nothing I can do to change it
2. Leave the office and go home early
3. Direct myself to some other work
4. Try to solve the problem by consulting others
5. Take the situation as an opportunity to learn and do things what is expected of me
6. Take immediate actions based on situation
7. Do yoga exercise
8. Listen to music
9. Ignore the problem
10. I can cool down myself and back to work
11. React aggressively to those who are/were responsible for the situation
12. Seek company of friends and family leaving the situation aside
13. Leave the situation to god to take care of
Bibliography
Bibliography
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Introduction to psychology by JAMES W.KALAT published by Brooke/Cole, year of 1993(fourth edition)
Psychology applied to modern life by WEITEN, LOYD, and LASHLEY –published by Brooke/Cole year of 1990 California.
Psychology themes and variation by WAYNE WEITEN – published Brooke/Cole, year of 1990 California (third edition)
Business statistics and operations research by DR.S.P.GUPTHA, DR.P.K.GUPTHA AND DR.MANMOHAN – published by SULTAN CHAND&SONS, year of 1998(second edition)
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Organizing theory and behavior by B.P.SINGH & T.N.CHABBRA – published by DHANPAT RAI & co., year of 2001 (third edition)