stress management

A PROJECT REPORT ON

IMPACT OF STRESS ON PERFORMANCE
IN KESORAM CEMENT ± BASANTH NAGAR

CONTENTS
Chapters Chapter Name Pg No CHAPTER - I Introduction 7-20 Topic & significance Need & importance of the study Objectives of the study Scope of the Study Research Methodology - Statement of the problem - Date collection method 4 - Sampling procedure - Research instrument - Sample size - Limitations of the Study CHAPTER-II COMPANY PROFILE 21-33 CHAPTER-III THEORITICAL FRAME WORK 34-80 CHAPTER-IV DATA ANALYSIS & INTERPRETATION 81-106 CHAPTER-V CONCLUSION & SUGGESTONS 107-109 ANNEXURE QUESTIONNAIRE 111-115 BIBILOGRAPHY 5

CHAPTER-I
INTRODUCTION
6

INTRODUCTION
What is 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 has its effects on all walks of life to manage stress effectively. It is important to understand nature and effects of stress. Stress can be explained basically as

pressure upon a persons psychological system, which arises out Of complexity or intensity of ones work life. According to Beehr and Newman, stress is "a condition arising from the interaction of people and their jobs and characterized by changes with in people that force them to deviate from their normal functioning". Stress is the " wear and tear " our bodies experience as we adjust to our continually changing environment; it has physical and emotional effects on us and creates positive or negative feelings. As a positive influence, stress can help compel us to action; it can result in a new awareness and an exciting new perspective as a negative influence, it can result in feeling of distrust, rejection, anger and depression which in turn can lead to health problems such as headaches, upset, stomach, heart disease and stroke. With the death of a loved one, the birth of a child, a job promotion, or a new relationship, we experience stress as we readjust our lives in so adjusting to different circumstances, Stress will help or hinder us depending on how we react to it. The study of stress in the organizational context has initially been done by Kahn, Wolfe, Quinn, Snock & Rosenthal (1964). Since then, their pioneering studies in role stress &stress in organizations have become an important point of reference. 7 Job stress has mostly been defined as external agents disrupting the normal causing strain. Caplan, Cobb, French, Harrison & Pinneau (1975) defined stress as "any characteristic. Of the job environment that poses a threat to the individual". From an interact ional point of view, Margolis, Kroes & Quinn (1974) defined stress as a condition at work interacting with worker characteristic to disrupt psychological homeostasis. Perhaps the most comprehensive interact ional definition If job stress we given by French, Rodgers & Cobb (1974). They defined job stress as a "misfit between a person's abilities & demands of the job & misfit in terms of a person's needs as supplied by the environment". This approach of looking into job stress is known as the pe( person-environment) fit approach. The researchers in the area of p-e fit (French et al.,1974) have identified two types of fits, the need supply fit & the demands-ability fit. The need-supply fit refers to the extent of discrepancy between the needs of a person & the supplies available in the job Environment to meet those needs. The demand supply fit, on the other hand, deals with the relationship between the demands of the job & the abilities of the individual to meet those needs. French et al.,(1974) applied this concept of P-E fit to the organization context. for a better

understanding of the phenomenon of the job stress. A job is stressful to the extent to which it provides the conditions for poor fits of either type to occur. They used for term µfit¶ to represent the discrepancies between the environmental & individual attributes. Job stress ie., poor P-E fit in the job environment can lead to illness of far-fetched consequences. Studies in the area of P-E fit suggest that the P-E fit index of stress is a better predictor of strain compared to either of the P-or-E-index considered singly (Caplan et al., 1975; Harrison, 1978;Kahana, 1978;Kulka, 1979;Blaul981; Furham & Schaeffer, 1984) with few criticisms (Johnson, 1985; Dolinger, 1986). 8

STRESS AND ITS IMPACT
Irrespective of the nature of the stressors-real or perceived-our subconscious mind reacts with the same body response by releasing stress hormones equal to the degree of our fear, worry or sense of threat. It brings about changers in the body's biochemical state with extra epinephrine & other adrenal steroids such as hydrocortisone in the bloodstream. It also includes palpitation & blood pressure in the body with mental manifestations such as anger, fear, worry or aggression. In short, stress creates anomalies in our body's homeostasis. When the extra chemicals in our bloodstream don't get used up or the stress situation persists, it makes our body prone to mental & physical illnesses. Medically, it has been established that chronic stress conditions can crumble our body's immune system. For example, imagine a secretary in an off. Her boss comes in, angry & furious. He starts blasting the secretary for no apparent reasons. Now, her activated adrenaline cycle would tell her to flee or fight. Her senses become acute, muscles tighten, heartbeats & blood pressure increase & brain activity speeds up. She would probably like to walk out or alternatively, turn around & punch him in the face. But she does neither, for to do so might mean losing her job. So what follows? She bums up a lot of her body energy without achieving anything. At the end of the day she would be left mentally, physically & emotionally exhausted. It can happen to any body from a high profile businessman to a student, an executive or a homemaker. All are burning out their energies to defend themselves from their real or perceived stressors. Aging is a natural & gradual process, except under extreme circumstances such as stress or grief. The constant stressors of stress conditions result in a loss in neural & hormonal balance. This loss of balance will cause increased oxidative damage accelerating aging in

our body. That's because, chronic disturbances in body homeostasis ultimately affect our 9 hormone secreting glands, cell repair & collagen in our skin & connecting tissues. Immune & neural degenerative diseases prevent this otherwise inevitable process from following the normal & healthy course of events. Recent research results suggest that long-term exposure to adrenal stress hormones may boost brain aging in later life. The level of hormone released apparently affects the total volume of the brain's hippocampus-a major source of recall & memory function, in later life. Researchers found those with high level of hormone release, had a hippocampus volume 14% less than those with lower levels. Therefore, "chronic stress may accelerate hippo cam pal deterioration" leading to accelerated physical & brain aging. POTENTIAL SOURCES OF STRESS:There are three categories of potential stressors. yEnvironmental factor yOrganization factor yIndividual factor. ENVIRONMENTAL FACTOR: Just as environmental uncertainty influences the design of an organization. Changes in business cycle create economic uncertainties. POLITICAL UNCERTAINTIES : If the political system in a country is implemented in an orderly manner, there would not be any type of stress.
TECHNOLOGICAL UNCERTAINTIES:

10 Innovations can make an employees skill and experiences obsolete in a very short period technological uncertainty therefore are a third type of period Technological uncertainty therefore are a third type of environmental factor that can cause stress. Computers, robotics, automation and other forms of Technological innovations are threat to many people and cause then stress. ORGANIZATIONAL FACTOR: There are no storages of factors within the organizing that can cause stress; pressure to avoid error or complete tasks in a limited time, work overload are few examples.
TASK DEMANDS:

Task demands are actor related to a person¶s job. They include the design of the individual¶s job working condition, and the physical work layout.
ROLE DEMANDS:

Role demands relate to pressures placed on a person as a function of the particular role he or she plays in the organization. Role overhead is experienced when the employee is expected to do more than time permits. Role ambiguity is created when role expectations are not clearly understood and

employee is not sure what he/she is to do. INTERPERSONAL DEMANDS: Interpersonal demands are pressures created by other employee. Lack of social support from colleagues and poor. Especially among employed with a high social need. Organizational structure defines the level of differentiation in the organization, the degree of rules and regulations, and where decisions are mad. Excessive rules and lack of participation in decision that affect and employee are examples of structural variables that might be potential sources of stress. 11
ORGANIZATIONAL LEADERSHIP:

Organizational leadership represents the management style of the organizations senior executive. Some executive offices create a culture characterized by tension, fear, and anxiety. They establish unrealistic pressures to perform in the short-run impose. Organizations go through a cycle. They are established. They grow, become mature, and eventually decline. An organization¶s life stage- i.e., where it is in four stage cyclecreates different problems and pressures for employees. The establishment and decline stage are particularly stressful. INDIVIDUAL FACTOR:They typical individual only works about 40 hrs a week. The experience end problems that people encounter in those other 128 non-work hours each week can spell over to the job. FAMILY PROBLEMS: National surveys consistently shows that people hold family and discipline, troubles with children are examples of relationship problems that create stress for employee and that are not at the front door when they arrive at work.
ECONOMIC PROBLEMS:-

Economic problems created by individuals overextending their financial resources are another set of personal trebles that can create stress for employee and distract their attention form their work. 12 POTENTIAL SOURCES OF STRESS 13 Environmental factors yEconomy uncertainty yPolitical uncertainty yTechnological uncertainty. Organizational factors. yTask demands yRole demands yInterpersonal demands yOrganizational leadership

yOrganizational life stage. Individual factors: yFamily problem yEconomic problems. Individual differences yPerception yJob experience ySocial support yBelief in locus of control yHostility. Experience stress. Physiological Symptoms: yHeadaches yHigh blood pressure yHeart disease. Psychological symptoms ySteep disturbances depression yDecrease in job satisfaction Behavioral symptoms yProductivity yAbsenteeism yTurnover yAccidents. NEED OF THE STUDY: The stress management is using in terms of most of the employees are have good or bad opinion about work & organization. Because the organization is giving more work to the employees & applying extra working hours to the employees, then they are feel more stressful. From the stress employees are feeling upset haven't any interest about the work. Stress is increasing problem with in you & organization. That means, the employees are suffering from health problems like heart attack, blood pressure, psychological & physical problems. These are all directly affected on the company's growth. 14 OBJECTIVES OF THE STUDY: 1) To know whether stress has become increasing problem due to more workload

on occasions. 2) To study the various means by which the stress in reduced among employees. 3) To study how much influence of surroundings work environments is there on employee's stress. 4) To study what are the relaxation/recreation programs conducted in the organization to relieve the stress of employees. 5) To study the opportunities available to the employees to their personal growth, development and the sense of worthwhile achieved in their work. 6) To study the potential & mental capability of employees overcoming stress due to various reasons. 7) To study whether the employees are availing the recreation programs conducted by organization and the effect of those on they're to be relieved from stress. 15 SCOPE OF THE STUDY: Stress is a burning issue, now a days most of the industry employees are facing a lot of problem with stress, due to more working hours & producing more output than their capacity. Like way, in this organization stress is an increasing problem & destroys the health of individuals. Every aspect contains both I-e., negative & positive sides, that means there is not only negative but also positive. Negative stress is a giving more problems to the employees & positive stress is a giving motivation to the employees & they have interested doing work quickly. Automatically increase the growth of the organization. 16

RESEARCH METHODOLOGY
IDENTIFICATION OR STATEMENT OF PROBLEM: A satisfied employee is an asset. A satisfied employee works with loyalty, commitment & becomes instrument in bringing out the efficiency of organization satisfaction of employee is derived from, the job the does, the way the does the job, work culture & organizational climate & also depends on attempts of organization to provide Quality of Work Life to employee. But some feature like negative stress & strain employees are prone to also hampers these. To know the effectiveness of existing practices of organizations providing Quality of Work Life, study has been taken ³Stress Management among Employees". RESEARCH DESIGN: Research design is the plan and structure of investigation so conceived as to obtained answers to the research questions. The plan is the overall scheme of the program of the research. A research design express both they structure of research problem and the

plan of investigation used to obtain empirical evidence on relations of the problem. SOURCES OF DATA:There are various methods of data collection. They are yPrimary data ySecondary data 17 PRIMARY DATA:The data regarding the opinion, on "STRESS MANAGEMENT AMONG EMPOLOYEES" for workmen, supervisors, and executives of the organization. A questionnaire was prepared and about 100 employees as a sample group were interviewed their opinions was collected through discussions and questionnaire. SECONDARY DATA:The secondary data i.e., establishment, location and capacity etc, were collected from the management's annual reports, circulars, journals, information brochures etc. SAMPLING METHOD: Sample is a small specimen or a separate part of the whole population representing is general qualities as far as possible. The term sampling refers to the investigation of a part of the whole population. Under random sampling method convenience sampling method was adopted to select samples by the researcher. When a sample is drawn according to one's own convenience without any systematic method; it is known as convenience sampling. SAMPLE SIZE:To get a meaningful sample, a list of employees was taken from the employees register, which are the permanent employees 100 members were selected from all the departments. 18 COLLECTION OF DATA THROUGH QUESTIONNAIRE: A questionnaire is a formalized set of questions for collecting information. It is a clear concept of the needed information & through pretesting. It is being adopt by private & public organization & even by governments. In this method a questionnaire is sent to the persons concerned with a request to answer the question & return the questionnaire. Hence structured questionnaire was prepared & presented to the respondent & related question were asked questionnaire mainly contains closed-ended open-ended questions. This has been used in order to assess the respondent to know whether they are free from stress or not. INTERVIEW METHOD: The interview method of collecting data involves presentation of oral-verbal stimuli &

method can be used through personal interview method. PERSONAL INTERVIEW: Personal interview method requires a person known as the interviewer asking questions generally in a face-to-face contact to the other person or persons. 19 LIMITATIONS OF STUDY: 1) Time-taken for the study is not sufficient to collect the complete & full-fledged data from employees. 2) Organization policy will control the data. 3) Illiteracy of the sample is the cause for limitation. 4) Sample size is too small to cover the complete information. 5) Busyness of the employees while giving the answers. 6) Time period provided by the management is less. 7) Unawareness about the topic by employees.

CHAPTER-II
Company profile
21 INTRODUCTION OF CEMENT: The basic need of human being is food. Cloth in and shelter love and affection/possession is on never ending process for a human being. As the time passes on human being their wants and wishes also changed from ancient time to modern times and among then the living pattern and construction works also have changed form temporary construction of house to permanents construction and the basic material used in construction is cement. Cement the word as per oxford: It is commonly used in any substance applied for soft stocking thing. But cement means is most vital and important material for modern constructions. It is a material which sets and hardness when mixed with water. Cement is basically used in construction as a building agent. In ancient times clay bricks and stones have been used for construction works. The Romans were using a binding or a cementing material that would harden and water. The first systematic effort was make buy SMEATION who undertook the execution of a new lighthouse in 1756. He observed that production obtained by during limestone was the best cementing material for work under water. The construction is lost centuries was with lime that was the main equipment used for construction work. The ancient constructions like Tajmahal, Qutubminar, Mysore palace, Red fort, Charminar, etc., and the evidence of lime construction. 22 THE INDIAN CEMENT INDUSTRY: By starting production in 1914 the story of Indian cement industry is a stage of continuous of growth. Indian is the fourth largest cement producer after China, Japan and USA so far annual production and demand has been growing a pace at roughly 68

million tons with an installed capacity of 82 million tons. In 1914 the foundation of stable cement Industry was laid as above. It was Indian cement Company at porbandar in Gujarat. In 1920, the cement- marketing corporation was form\ed to promote the sale and distribution of cement. A significant development was formed to promote the sale and distribution of cement. A significant development was make in 1930 when all manufacturers mergers together to form the Associated Cement Company Limited. Cement Industry is the major Industry it has taken rapid strides for a modest beginning at Porbandar in 1914 to the 1980¶s with over understanding out of the 60 units, 14 units are in the uric sector, remaining units are in private sectors. Indian endowed with cement grade lime stones (90 Billion tons) and Coal (190 Billion tons). The basic raw material required for cement manufacture and self sufficient in manufacturing cement marking, machineries. During nineties it had a particular impressive expansion with a growth rate of 10%. The strength and vitality of cement industry can be gouged by the interest shown and support given by World Bank, considering the excellent performance of the industry in utilizing loans and achieving the objectives and targets. The World Bank is examining the feasibility of providing a third line of credit for further upgrading Industry in varying areas, which will make it global. Therefore India today totally installed capacity of over 30 million tons, employing over a 100 thousand people directly and contributing among of Rupees 8 billion to India¶s GDP. 23

Technology:
Cement may be manufactured employing three alternative technologies. 1) The largely out molded will process technology. 2) The more modern dry process that required only 19% coal utilization, 3) The latest percallinator technology or raw material is partly or completed carried out before the feud inters the rotator kin besides saving power, the adoption of this technology enable in increase in installed capacity by 30,35% the 30,000 tons per day plants being set up in the country use this technology. DISTRIBUTION SYSTEM; Distribution of cement was entirely under Government Control until 1982. At present the Industry has to make an agreement towards the levy quota which is to be sold compulsory to the Government the direst of the output or open market quota may be sold in the open market evolved prices the output lifted by the Government is allocated sate wise. NEED AND IMPORTANCE: In India we see rapid industrial development in the last few centuries. Indian industry is growing at considerable ratio, which reveals India is a developing country. And there are different industrial sectors are playing a vital role for the economy¶s development. They are steel cement SOF International environment and changes in marketing. There is increase in the salaries in all most in every market leading to competition in aspects of price, promotion etc., which help to increase the standard of living of people.

The manufacturers of Cement like Kesoram cement, India Limited, Orient Limited, Ultratech etc., are providing cement and they are distributing cement through wide network of dealers. 24 Kesoram cement is doing its business from deceases and it is continuously contributing to the national economy. In even Industry now days there is no special interest for particularly department like production or manufacturing but now a days total quality management parlays a vital for the company¶s success. Distribution channel pays a vital role for the company¶s success. Distribution channels are link between the company and consumers

INDIA¶S LARGEST CEMENT COMPANIES POST ACUISTION .
COMPANY CEMENT CAPACITY CEMENT% OF SALES LARSEN & TOURBO 12.0 20 ACC 11.3 93 GRASIM 9.7 28 INDIAN CEMENT 6.6 92 GUJARATH AMBUJA 6.5 100

CEMENT PRODUCTION WORLD WIDE
COUNTRY 1981 1983 1986 1989 1990 WORLD RANKING CHINA 83 108 166 204 210 1 JAPAN 88 85 73 82 87 2 USA 65 64 71 70 72 3 INDIA 21 25 36 45 48 4 ITALY 43 40 36 34 41 5 GERMANY 30 28 24 27 40 6 To day in India cement industry is producing 58.3 million tones per annuam indicating surplus conditions while its demand is 56.7 million ton per annum Now the cement market has become buyer market which was a selling market till 1970¶s and so that quality and brand taken and upper edge for cement marketing. To day the installed capacity at India cement industry is 771 lakh tones. But in India 16 major plants are producing 583 lakh tons while all India cement demand is 569 lakh tones leaving the balance exports.

PROFILE OF KESORAM CEMENT INDUSTRIES Ltd.
25 ABOUT THE INDUSTRY: The chapter examines a profile of Kesoram Cement Industries Ltd. i.e., its history, location, organization structure etc«, LOCATION: Kesoram Cement Industry is one of the leading manufactures of cement in India. It is day process cement plant. The plant capacity is 8.26 lack tones per annum. It is located at Basanthnagar in Karimnagar district of Andhra Pradesh Basanthnagar is 8 Km¶s away form the Ramagundam Railway station linking madras to new Delhi. The Chairman of the Company is Sri. B.K. Birla. HISTORY:

The fist unit at Basanthnagar with capacity of 205 lakh tones per Annum incorporating suspension preheated system was commissioned during the year 1969. The Second unit was setup in 1971 with a capacity of 2.1 tones per annum and the third unit with a capacity of 2.5 lakh tons per annum went on stream in the 2009. the coal from this company is being supplied from Singareni Collieries and the power is obtained form APFENCO. The power demand for the factory is out 21 Mw. Kesoram has got 2DG sets of 4 Mega watts. Each installed in the year 1987. Kesoram Cement has set up a 15 Kw capacity power plant to facilitate for uninterrupted power supply for manufacturing of cement stars at 24th August 2006 per hour 12 MW, actual power is 15 MW. Birla Supreme is popular brand of Kesoram Cement form its prestigious plant of Basanthnagar in Andhra Pradesh has outstanding tack record in performance and productivity several the nation for the last two and half deceases. It has proved its distinction by bagging several national awards. It also has the distinction of achieving optimum capacity unitization. Kesoram offers a choice if top qualify portioned cement for light, heavy construction and allied applications. Quality is built every fact of the operations. 26 The plant layout is rational to being with. The limestone is rich in calcium carbonate a key factor that influences the quality of final product. The day process technology used in the latest computerized monitoring overseas the manufacturing process. Samples are sent regularly t the bureau of Indian standards, National council of constructional building material for certification of derived quality norms. The company has vigorously undertaking difference promotional measures for promoting their product through different media which includes the use of newspapers, magazines, hording etc«, Company is contributing about Rs. 12.00 Cores per annum to the state exchequer in the form of commercial tax, royalty, land revenue etc., So also an amount of Rs. 25.00 cores per annum is paid to Govt. of India towards central Excise duty. SUPREME PERFORMANCE: One of the largest cement plants in Andhra Pradesh. The Plant incorporates that latest technology in cement making. It is professionally mange and well established cement manufacturing company enjoying the confidence of the consumers. Kesoram has outstanding track record in performance and productivity with quite a few national and state awards to it credit. AWARDS: Kesoram cement bagged prestigious award including nation award for productivity technology, conservation and several state awards. 27 For the year 1984 Kesoram bagged ³Best family planning effort in the state´ of the federating of A.D. chambers of commerce and industry 1986-

1987. It also begged the national award for the year 1989-1990 for the best performance among all cement plants in India. This award installed by national council for cement and building material (NCBM) in association with the department of power ministry of energy, Government of India. Kesoram bagged u prestigious Andhra Pradesh state productivity award in 1987-1989 also annexed the state award for industrial management in 1988-1989 also. ³Best industrial promotion expansion effort in state and ³vozammay rentals´ was bagged for its contribution towards the social responsibility of rural and community development program, for the year 1991 bagged may day award of the Government of Andhra Pradesh for best Management´ and Pt. Jawaharlal Nehru ³Silver Rolling trophy´ for the industrial productivity effort in the state of Andhra Pradesh by FAPPCI also the Indra Gandhi memorial national award for excellence in Industry Management award of Government of Andhra Pradesh for the year 1993 during the last 3 years the Government of Andhra Pradesh has given the following awards ³Best management´ award for the year 1993. ³Best Industrial retain´ award conservation award for 1995, to keep the ecological balance they have been nominate by Government of India. For ³VRIKSHAMITRA AWARD´ best effort of an industrial unit in state of rural department 1994-1995, presented by Chief Minister in March, 1996 ³Best family welfare´ award for 1996-1997. 28 S. No. Year Details 1) 1976 FAPCCI award for best family planning efforts in the state. 2) 1978 FAPCCI award for best industrial promotion/expansion efforts in the state. 3) 1984 Best family planning efforts in the State. 4) 1985 National Productivity award. 5) 1985-86 National award for mines safety. 6) 1986 National Productivity award. 7) 1986-87 National award for mine safety. 8) 1987-88 Andhra Pradesh state productivity award. 9) 1988-89 Best family planning efforts in the State. 10 ) 1988-89 Andhra Pradesh state award for best industrial relations. 11 ) 1989 Andhra Pradesh Yaajamanya rathna and best Management award. 12 ) 1989-1990 FAPCCI award for best family planning efforts in the State.

13 ) 1989-1990 NCBM¶s National award for energy performance. 14 ) 1991-92 Indira Gandhi Memorial National award for excellence in industry. 15 ) 1991 FAPCCI award Jawaharlal Nehru silver rolling trophy for best industrial productivity in the State. 29 16 ) 1993 Mines safety award in Andhra Pradesh. 17 ) 1993 Best management award by Andhra Pradesh. 18 ) 1994 Commendation Price for best Industrial relations by Andhra Pradesh productivity council. 19 ) 1994 Andhra Pradesh State KARMIKARATNA award in consolation Category. 20 ) 1994 Mines safety award in Andhra Pradesh. 21 ) 1995 Commendation prize for best industrial relations by Andhra Pradesh Productivity council 22 ) 1995 Award for mines safety in Andhra Pradesh. 23 ) 1994-95 1998-1999 FAPCCI award for best rural development efforts of Industrial unit in the State. 24 ) 1995-96 Best workers welfare including family planning

by FAPCCI 25 ) 1995-96 SRI. SETA RAM RUNGTA Memorial Social Awareness awarded by FIMI 26 ) 1996 Commendation prize for best industrial relation by Andhra Pradesh productivity council. 27 ) 1996 Andhra Pradesh state award environment & mineral Conservation 28 1997 Mines environmental & Mineral conservation award in Andhra Pradesh state. 30 29 ) 1998 The ³BALATONDON´ Gold medal award has been bagged by Basanthnagar lime stone mines for environmental protection from the mining engineers India New Delhi. 30 ) 1997-98 1989-199 The ³Best Pay roll Saving group award among private sectors. 31 ) 1999 Mines environment and pollution Control. 32 ) 1999 Mines environment and Pollution Control permanent shield. 33 ) 1999 Injury rate performance received form the Dy. Director of General of Mines and Safety. 34 ) 1999-2000 2000-2001 Award for environment production in region by the GPPPG. 35

) 2001 Company has got ISO-14001 Certification pertaining to environment form bureau of Indian Standards. 36 ) July-2001 VANAMITHRA Award form the District Collector 37 ) 2002 Company has got OHSAS-18001 (Occupational health & Safety) 38 ) 2003 Three first prizes in horticulture show (FOR SAPOTA, BANANA, AND CARRABOLLA FRUITS) held at Karimnagar organized by Asst. Director of Horticulture in connection with Shathavahana Kalostavaalu. 39 ) 2003 GPPPG: GODAVARI PRADUSHANA PARYAVARNA PARIRAKSHANAA GOAVAKSHAMU, GODAVARIKHANI. 40 ) 2004 Best awards for protecting the environment presented by GODAVARI PRADUSHANA PARYAVARNA PARIRAKSHANAA GOAVAKSHAMU, GODAVARIKHANI 31 41 ) 2003-04 MISRILALL Jain environmental award by federation of Indian Mineral Industry. FIMIFederation of India Mineral Industry presented by Dasari Narayana Rao Union Minister of State of Coal Mines. 42 ) 2005 Award for the best efforts GODAVARI PRADUSHANA PARYAVARNA PARIRAKSHANAA GOAVAKSHAMU, GODAVARIKHANI. On the occasion of Earth Day Celebrations. 43

) 2005 Best award for protecting the environment presented by GODAVARI PRADUSHANA PARYAVARNA PARIRAKSHANAA GOAVAKSHAMU, GODAVARIKHANI (GPPPG) On the occasion of HIROSHIMA DAY ³Godavarikhani. 44 ) 2006 OUT STANDING ACHIEVEMENT award by all Indian manufactures organization Andhra Pradesh State. 45 ) 2006-07 Excellence in rural Development by the FAPPCCI, Hyderabad. 46 ) 2007 EXCELLENCE IN CORPORATE SOCIAL RESPONSIBILITY by the FAPPCCI in Hyderabad. 47 ) 2008-2009 EXELLENCE IN WORKER¶S WELFARE By The FAPCCI in Hyderabad.

ORGANIZATION CHART
Organization chart indicates at a glance the structure of organization of the department heads up to managers. Further the organization chart helps in identifying the channel of communication. The organization chart of Kesoram cement is enclosed. WELFARE FACILITIES AT KESORAM: RECREATION CLUB: two auditoriums are provided for the employees to play the indoor games like shuttle, chess and for organization cultural functions. 32 LIBRARIES AND READING ROOMS: A bout 6,000 books are available in the library. All kind of newspapers and magazines are made available in reading rooms for the family reading of the employees and their families. CANTEEN: Is provided to cater to need of the employers for supply of snacks, tea, coffee and meals, they are provided with normal charges. SCHOOL: English Medium School, Telugu Medium Schools and Oriya medium Schools are provided to meet the education of the requirement of the employee¶s children with nominal charges.

DISPENSARY: The company has provided a dispensary with qualified medical officer and Para medical staffs for the benefit of employees are covered under ESL scheme to avail the medical facilities form the ESI Hospitals. HOUSE JOURNAL: A House journal in the name of ³BASANTHNAGAR SAMACHAR´ is brought out quarterly where in all important activates of the plant are published. SPORTS & GAMES: Competition in sports and Games are conducted every year August 15th Independence Day and January 26 Republic day among the employees. PROMOTIONS POLICIES & PROCEDURE: Promotion is generally meant the assignment of a position of higher responsibility to and individual. This would encourage the existing employees providing them with motivation and at the same time opening a source of recruitment at the lower end of the hierarchy for out spiders and employees who are working Kesoram cement has been following policies of filling up 33 the vacancies of lower position by promoting the existing employe3es. The company has 4 categories of employees. 1. Bad lies 2. permanent work men 3. supervisory staff 4. Managerial Staff. PROMOTION POLICY: The promotions of the staff and officers are based on merit and objective evaluation of the individuals for this purpose. The following criteria are taken as a basis. a. The qualitative requirement for the concerned position. b. The number of years of experience in the present grade. c. Performance of the individual in the present position and grade. d. The Potential of the individual for the higher position. e. Seniority among the existing employees. PROCEDURE: yHead of the department shall send his recommendations regarding promotion of individual. yThe personnel department shall scrutinize the recommendations based on the above policy and put up to the Sr. President for approval. yThe movement of and employee not involving promotion or demotion is described as transfer. A transfer normally does not involve a material change in responsibility of compensation. yClause 17 of the Kesoram cement standing orders clearly state that ³the company shall have the right of transfer an employee from one department to another department or from one department at 34 Basanthnagar to Hyderabad office or to any sister concern under this

management. yIn the appropriate order a clause is inserted which states that ³your services can be transferred to any other department or to any other sister concern of the company time´. yThe developmental activities relate not only to the new recruit but also existing requires further development of certain skills and abilities.

CHAPTER-III
A THEORETICAL FRAME WORK
35 Stress has been called ³the invisible´. A disease may affect you. Your organization and any of the people in it, so you cannot afford to ignore it.

Evaluation of stress:
The Garden of Eden began as a tranquil stress environment. However, when Adam was given the tantalizing chance to at the forbidden fruit, he was trust into humankind¶s first stressful situation. Adam was offered a choice and, as we know, decision-making is the breeding ground for conflict, frustration and distress.

Definition:
Stress in individual is defined as any interference that disturbs a person¶s health, mental and physical well being. It occurs when the body I required to perform beyond its normal range of capability. Stress is the way that you react physically, mentally and emotionally to various conditions, changes and demands your life. High levels of stress can affect your physical and mental well being and performance. The results of stress are harmful to individual, families, society and organizations, which can suffer from ³Organization stress´ Ivancevich and Mattes ion define stress as individual with the environment. Behar and Newman define job stress as ³a condition arising from the interaction of people and their jobs and characterized by changes within people that force them to deviate from their normal functioning´. 36 Stress is a dynamic condition, which an individual is confronted with an opportunity, constraint or demand related to what he or win or lose and lowest for those individual who think that winning losing is certainty she desires and for which the outcome is perceive ad to be both uncertain and important. Stress is associated with constraints and demands. The former prevent you from doing what you desire the latter refers to the loss of something desired. Stress is highest for those individuals who perceive that they are uncertain as to whether they will win or lose and lowest for those individuals who think that winning or losing is certainty. Canadian physician Hans Selye (1907-1982) in his book the stress of life 1956

popularized the idea of stress. According to selye, the general adaptation syndrome consists three phases. Ce level begins to decline irreversibly. The organism collapses. Pestonjee has attempted / identified three important sectors of life which stress originates. These are yJob and the organization yThe social sector yIntrapsychic sector Job and organization, refers to the totally of the work environment (task, atmosphere, colleagues, compensation, policies, etc.) The social sector refers to the other such factor. The intrapshychic sector encompasses those things. Which are intimate, and persona, like temperament. Values, abilities and health. It is contended that stress can originate in any of these sector or in combination thereof. 37 In the finger below it can be seen that magnitude of stress emanating from the stress to learner limit of the individual to handle to these stress. This indicates a balances state,

ORGANIZATION -0 INDIVIDUAL NORMAL IN INTERACTION PATTERN S.T.L - STRESS TOLERANCE LEVEL
J O B & O R G I N T R A S Y U H I C S O C I A L C 38

INDIVIDUAL EQUIPPED WITH S.T.L
In the figure, we find that job and organization loads have increased and have made a dent in the personality. In this stage, we find minor surface changes taking place, which are quite manageable.

MINOR SURFACE CHANGES
Adaptation attempt a) Extra effort b) Excessive concern of task c) Worries d) Anxiety In the stage three and the figure below, we find that job and organization loads have become unmanageable and interact with intrasycuchic loads. This is the sage at which he negative consequences of the stress become apparent. Most of the stress related diseases emerge at this point. When the situation persists, we move into the next stage in which we state operating beyond the ³stress tolerance limit´. JOB & ORG SOCIAL INTRASYUCH

INDIVIDUAL EQUIPPED WITH S.T.L
39

STRESSORS & LOADERS

MAJOR SURFACE DISFIGURATION
Frantic copying 1. Extra ordinary effort 2. Worry and anxiety about the self 3. Onset of physiological symptoms 4. Aggressive tendencies Several types of breakdown and cracks are observable in this stage i.e., fourth stage. If unchecked, the situation may culminate into the last and most intense phase wherein complete disintegration of personality takes place. At this stage, the individual requires proper psychological and medical care. The figure below depicts the fourth and fifth stage. 40 JOB & ORG SOCIAL INTRASYUCH

INDIVIDUAL EQUIPPED WITH S.T.L
STRESS OR LOADS
BREAKDOWNS AND CRACKS: FAILURE IN COPING A. Work related symptoms

Lack of concentration¶ Affected clarity thinking & decision ± making Frequent absenteeism Affected teamwork Aggressive behavior B. Physiological symptoms Headache / migraine Insomnia Lack of appetite Digestive disorders Sexual disorders Temperamental changes.
N D I

SOCIAL
VT NL L

A

L JOB & ORG 41 INTRASYUCHIC Pestonjee has developed a mode to explain how we cope with stress reaction. It is called the BOUNCE model because the behavioral decomposition taking place due to stress tense to get reflected in interpersonal reactions. The reactions are received and analyzed by the environment, which in turn, bounce back signals to the individuals to bring about a change either at the orgasmic level or at the response level. THE BOUNCE MODEL STRESSORS INTRAPSYCHIC ORGANISM RESPONSE EXTERNAL (PHYSICAL) EXTERNAL (SOCIL) BORNOUT STRESS SYNDROME (BOSS):Boss can lead to at least four types of stress related consequences such as, depletion of energy reverse, lowered resistance to illness, increased dissatisfaction and pessimism and increased absenteeism and inefficiency at work. Veningle and spradley have identified five distinct stages of BOSS. HONEYMOON STAGE:This stage can be described as accounting for the euphoric feeling of encounter with the new job such as excitement, enthusiasm, challenge and pride, Dysfunctional features emerge in two ways first: the energy reverses are gradually depleted in cooing with the demands of a challenging environment. Second, habits and strategies for coping with the stress are formed in this stage, which is often not useful in coping with later challengers.

42 ENVIRONMENT FUEL SHORTAGE STAGE:This stage can be identified as composed of the value feelings of loss. Fatigue and confusion arising from the individual¶s overdraws on reverses of adaptation energy. Other symptoms are dissatisfaction, inefficiency, and fatigue and sleep disturbances leading to escape activate such as increased eating, drinking & smoking. CRSIS STAGE:When these feelings and physiological symptoms persist over period, the individual enters the sage of crises. At this stage, he develops ³escape mentally´ and feels oppressed. Heightened pessimism, self-doubling tendencies, peptic ulcers, tension headaches, chronic backaches, blood pressure. HITTING THE WALL STAGE:This stage of BOSS is characterized by total exhaustion of one¶s adaptation energy, which may mark the end of one¶s professional career while recovery form these stages elude may be resourceful to tide over the crises. TYPES OF STRESS:yIt is the stress for the day-to-day adaptability of man to his environment and results in the maintenance of internal steady state (homeostasis) it is known as neuters. For example, one produces neuters in order to breath, work. yStress is through of in negative terms. It is thought to be caused by something bad (for example, the boss gives a formal reprimand for poor performance). It the stress response is unfavorable and potentially disease producing, this is known as distress. Constant worry in a susceptible individual can lead to ulcers. If the stress response is favorable and results is favorable and results in improvement in physical and / or mental functioning, it is called estruses. This is the positive, pleasant side of stress caused by good things. For examples, an employee is offered a job promotion at another I. 43

CAUSES OF STRESS
Society the working world and daily life have changer almost beyond recognition in the past 50 years. These changes have contributed to major increase in stress. Stress is caused from both outside & inside the organization & from groups that employees are influenced by & from employees themselves. Extra organizational stressors Organizational stressors Group stressors JOB Individual stressors Stress STRESSORS: The agents or demands that evoke the potential response are referred to as stressors. According to syele a stressors is ³whatever produces stress without functioning hormonal or nervous systems´.

EXTRA ORGANISATIONAL STRESSORS: Extra organizational stressors have a tremendous impact on lop stress. Taking an open system perspective of an organization, it is clear that job stress is not just limited to things that happen inside the organization, during working hours. Extra organizational stressors include things such as social / technological change, the family, relocation, economic & financial conditions, race & class, residential or community conditions. 44 ORGANIZATIONAL STRESSORS: Beside the potential stressor that occurs outside the organization, there are also those associated with the organization itself. Although the organization is made up of groups & individuals, there are also more macro-level dimensions unique to the organization that contains potential stressor. MACRO ± LEVEL ORGANISATION STRESSORS: POLICIES yUnfair, arbitrary performances reviews yRotating works shifts yUnrealistic job descriptions STRUCTURES yCentralization, Lack of participation in decision making yLittle opportunity for advancement yA great amount of formalization yInterdependence of departments yLine ± Staff conflicts PHYSICAL CONDITIONS yCrowding & lack of privacy yAir pollution ySafety hazards yInadequate lighting yExcessive, heart or cold PROCESS yPoor communication yPoor / inadequate feedback about performance yInadequate / ambiguous measurement of performance yUnfair control systems 45

JOB STRESS
yInadequate information 46 GROUP STRESSORS: The group can also be a potential source of stress. Group stressor can be categorized into tree areas 1. LACK OF GROUPS COHESIVENESS: ³Cohesiveness´ or ³togetherness´ is a very important to employees,

especially at the lower levels of the organizations. If the employee is denied the opportunity for this cohesiveness because of the task design, because the supervisor does things to prohibit or limit it, or because the other members of the group shut the person out, this can be very stress producing. 2. LACK OF SOCIAL SUPPORT: Employees are greatly affected by the support of one or more member of a cohesive group. By sharing their problems & joys with others, they are much better off. If this type of social support is lacking for an individual, it can be very stressful. 3. INTRA-INDIVIDUAL, INTERPERSONAL & INTER-GROUP CONFLICT: Conflict is very closely conceptually or hostile acts between associated with in compatible or hostile acts between intra-individual dimensions, such as personal goals or motivational needs / values, between individuals within a group, & between groups. INDIVIDUAL STRESSORS: In a sense, the other stressors (Extra organizational, organizational & group stressors) all eventually get down to the individual level. For example role conflict, ambiguity, self-efficacy & psychological hardiness may all affect the level of stress someone experiences. 47

CONSEQUENCES OF STRESS
The effect of stress is closely linked to individual personality. The same level of stress affects different people in different ways & each persons has different ways of coping. Recognizing these personality type means that more focused help can be given. Stress shows itself number of ways. For instance, individual who is experiencing high level of stress may develop high blood pressure, ulcers, irritability, difficulty in making routine decisions, loss of appetite, accident proneness and the like. These can be subsumed under three categories. yIndividual consequences yOrganizational consequences yBurnout INDIVIDUAL CONSEQUENCES: Individual consequences of stress are those, which affect the individual directly, Due to this, the organization may suffer directly or indirectly, but it is the individual who has to pays for it. Individual consequences of stress are broadly into behavioral, psychological and medical. yBehavioral consequences of stress are responses that may harm the person under stress or others. Behaviorally related stress symptoms include changes in eating habits, increased smoking or consumption of alcohol, paid speech and sleep disorders. yPsychological consequences of stress replace to an individual mental health and well-being from or feeling depressed. Job related stress could caused dissatisfaction, infect it has most psychological effect on the individual and lead to tension, anxiety irritability and boredom. yMedical consequences of stress affect a person¶s well being. According to research conducted, it reveled that stress could create changes in metabolism,

increase heart and breathing rates, increases blood pressure bring out headaches and induce heart attacks. 48 ORGANIZATIONAL CONSEQUENCES: Organizational consequences of stress have direct affect on the organizations. These include decline in performance, withdrawal and negative changes in attitude. yDecline in performance can translate into poor quality work or a drop in productivity. Promotions and other organizational benefits get affected due to this. yWithdrawal behavior also can result from stress. Significant from of withdrawal behavior is absenteeism. yOne main affect of employee stress is directly related to attitudes. Job satisfaction, morale and organizational commitment can all suffer, along with motivation to perform at higher levels. BURNOUT: A final consequence of stress has implementation for both people and organizations. Burnout is a general feeling of exhaustion that develops when an individual simultaneously experiences too much pressure and few sources of satisfaction. 49

MANAGING STRESS IN THE WORK PLACE
Every responds to stress in a different way, it is only by understanding the nature of individual responses that you can start fighting stress yourself and others. Reduction or elimination of stress is necessary for psychological and physically well being of an individual. Efficiency in stress management enables the individual to deal or cope with stressful situations instead of avoidance. Strategies like tie management, body ± mind and mind body relaxation exercise, seeking social support help individual improve their physical and mental resources to deal with stress successfully. Apart from helping employees adopt certain coping strategies to deal with stress providing them with the service of counselor is also useful. Many strategies have been developed to help manage stress in the work place. Some are strategies for individuals and other is geared toward organizations. 50 INDIVIDUAL COPING STRATEGIES: Many strategies for helping individuals manage stress have been proposed. Individual coping strategies are used when an employee under stress exhibits undesirable behavior on the jobs such as performance, strained relationship with co-workers, absenteeism alcoholism and the like. Employees under stress require help in overcoming its negative effects. THE STRATEGIES USED AS: EXERCIESE:One method by which individual can manage their stress is through

exercise. People who exercise regularly are known to less likely to have heart attacks than inactive people are Research also has suggested that people who exercise regularly feel less tension and stress are more conflict and slow grater optimism. RELAXATION: A related method individual can manage stress is relaxation. Copying with stress require adaptation. Proper relaxation is an effective way to adopt. Relaxation can take many forms. One way to relax is to take regular Vacations; People can also relax while on the job (i.e., take regular breaks during their normal THE INDIVIDUAL COPYING STRATEGIES EXERCISE RELAXATION TIME MANAGEMENT ROLE MANAGEMENT SUPPORT GROUP / NETWORKING BEHAVIORAL SELF ± CONTROL COGNITIVE THERAPY COUNSELING 51 REDUCED STRESS workday). A popular way of resting is to sit quietly with closed eyes for ten minutes every afternoon. TIME MANAGEMENT: Time management is an often ± recommended method for managing stress, the ideas is that many daily pressures can be eased or eliminated if a person does a better job of managing time. One popular approach to time management is to make a list, every morning or the thing to be done that day. Then you group the items on the list into three categories critical activities that must be performed, important activities that should be performed and optimal or trivial thing that can be delegated or postpone, then of more of more of the important things done very day. ROLE MANAGEMENT: Somewhat related to time management in which the individual actively work to avoid overload, ambiguity and conflict. SUPPORT GROUPS:This method of managing stress is to develop and maintain support group. A support group is simply a group of family member or friends with whom a person can spend time. Supportive family and friends can help people deal with normal stress on an ongoing basis. Support groups can be particularly useful during times of crisis. 52

BEHAVIORAL SELF-CONTROL:
In ultimate analysis, effective management if stress presupposes of selfcontrol on the part of an employee. By consciously analyzing the cause and consequences of their own behavior, the employee can achieve self-control. They can further develop awareness of their own limits of tolerance and learn to anticipate their own responses to various stressful situations. The strategy involves increasing an

individual¶s control over the situation rather than being solely controlled by them. COGNITIVE THERAPY:The cognitive therapy techniques such as Elli¶s rational emotive model and Meichenbaum¶s cognitive strategy fir modification have been used as an individual strategy for reducing job stress. COUSELINGersonal counseling help employees understand and appreciate a diverse workforce, the holistic approach adopted by the counselor gives him a comprehensive view of the employee as client and enable him to deal the issues of work related problems in a larger context with his awareness of the inter-relationship among problems in adjustment with self, other and environment and that a work concerned will affect life and vice-versa, the employee would receive help regarding the problem in all life. One of the advantage of the individual interventions is the individual can use these skills to improve the quality of life in offer domains like family, social support and self, thus reducing the negative carry of experiences in these domains into the work life which might affect his occupation mental health. ORGANISATIONAL STRATEGIES:The most effective way of managing stress calls for adopting stressors and prevent occurrence of potential stressors. Two basic organizational strategies for helping employees manage stress are institutional programs and collateral programs. 53 Work Design Work Schedule Stress management programs Culture Health promotion programs Supervision Other Programs INSTITUTIONAL PROGRAMS:Institutional programs for managing stress are undertaken to established organizational mechanism for example, a properly designed job and work schedules can help ease stress. Shift work in particular can constantly have to adjust their sleep and relaxation patterns. Thus, the design of work schedules should be focused of organizational efforts to reduce stress. The organization¶s culture can also used to help to manage stress. The organization should strive to foster a culture that reinforces a healthy mix of work and nonworking activities. Finally, supervision can play an important institutional role in overload in managing stress. A supervisor is a potential manager source of overload. If made aware of their potential for assigning stressful amounts of work, supervisors can do a better job keeping workloads reasonable. COLLATERAL PROGRAMS: In addition, to their institutional efforts aimed at reducing stress, many organizations are turning to collateral programs. A collateral stress program in an organizational program specifically created to help employees deal with stress. The organizations have adopted stress management programs, health promotion programs and other kinds of programs for this purpose.

ROLES OF STRESS IN ORGANISATIONS
INSTITUTIOAL PROGRAMS COLLATERAL PROGRAMS ORGANISATIONAL STRATEGGIRS FOR STRESS REDUCTION 54 EMPLOYEES STRESS REDUCTION Stress is a dynamic condition in which an individual is confronted with an opportunity, constraint or demand related to what he or she desired and for which the outcome is perceived to be both uncertain and important. The term stress has many definitions, (Lazarus & Folk man, 1984) defines stress as an internal state which can be caused by physical demands on the body or by environmental and social situations which are evaluated as potentially harmful, uncontrollable, or exceeding our resources for coping. The physical, environmental and social causes of the stress state are termed stressors. While stress at work will remain a major challenge to occupational health, our ability to understand and manage that challenge is improving. The future looks bright. Work stress is recognized worldwide as a major challenge to worker¶s health and the healthiness of their organizations. Workers who are stressed are also more likely to be unhealthy, poorly motivated, less productive and less safe at work. Their organizations are less likely to be successful in a competitive and less safe at work. Their organizations are less likely to be successful in a competitive market. Stress can be brought about by pressure at home and work. Employers cannot usually protect workers from stress arising outside of work, but they can protect them from stress that arises through work. Stress at work can be a real problem to the organizations as well as for its workers. Good management and good work organizations are the best forms of stress prevention. If employees are already stressed, their managers should be aware of it an know how to help. Selye (1956) define stress as a nonspecific response of the body to any sort of demand made on it. Seyle defines this ³demand", which could include a stimulus or an event, as a stressor and notes that a wide variety of stimuli is capable of producing the same internal stress response. Stressors are external and can come in several different forms, ranging from extreme temperature to a physical assault. According to Seyle, once the individual has been exposed to the stressor, a physiological stress response will occur. This response can be observed through several different measures, including elevated heart rate, dilated pupils, increased blood pressure and galvanic skin response (GSR) (which measures the electrical conductivity of the skin that changes THE ENERGY DRAINING TRAID 55 GUILT ANGER FEAR

(He stress consultancy, 1999, P.S1.b page 63) However, Mandler (1993) argues that a definition focusing on the physiological aspects of stress is too narrow. He suggest that ³stress´ refers most appropriately to other convergence of the physiological effects of stressors. He maintains that only when stressors and their physiological responses affect behavior, thought, or action do they become relevant to the stress concept. Like Selye, he notes that all types of stressors, ranging from extreme temperature to the death of a friend, affect the nervous system in the same way but many differ in their psychological or emotional effects. For the purpose of this report, we consider Mandler¶s psychological results of stress as apart of the performance effects of stress and use the terms stress to refer only to the physiological response. Figure 1.1 represents the stressor ± stress relationship THE STRESSOR ± STRESS RELATIONSHIP STRESSOR STRESS An external demand or event An response in the external event Extreme temperature Increased blood pressure Extreme lighting Elevated heart rate Lack of sleep Dilated pupils Although stress is a physiological response to external stimuli the stress response can also affect individuals in many important dimensions beyond simple physiological reactions. For example, individual and group performance, decision making process and perception are all affected by stressors. Adding this performance dimension to the framework, the entire relationship can be represented as shown in Figure 1.2. Because 56

STRESS
operational deployments inherently have many stressors that may affect military personnel and their functioning, understanding each part of this frame work is seesntial to improve the effectiveness of soldiers during deployment. In general, stress is considered to have an inverted U-shaped relationship with performance that is, performance may improve under moderate levels of stress but decline under high or constant stress. Figure 1.2 Stresses Can Affect Performance THE STRESSOR ± STRESS RELATIONSHIP STRESSOR STRESS PERFORMANCE An external demand An response in the external Response or event event affects Performance Behaviors Perceptual narrowing reduced cognitive Processing Use of hierarchies Longer task completion time Although few, if any, individuals are likely to be immune to the effects of stress on performance, there are intervening variables, known as moderators that can reduce the performance decrement caused by stress. A moderator variable is one that

affects the relationship between the independent and dependent variables, decreasing the casual relationship between the two. Although moderators usually reduce the effect of stress on performance, there are moderators that can have the opposite effect and actually increase the performance effects of stress. Moderators come in a variety of forms, ranging from personality type of specifically targeted forms of training and are discussed in more detail in chapter 4. figure 1.3, shows the two points at which the moderators may affect the relationship between stress and performance one moderator point occurs between stressor and stress response and the other between stress response and performance. Figure 1.3 Moderators in Stressor ± Stress ± Performance Relationship 57 MODERATORS IN STRESSOR ± STRESS ± PERFORMANCE RELATIONSHIP STRESSOR STRESS PERFORMANCE An external demand or event An response in the external event Response affects performance Moderator 1 (Type 1) Moderator 2 (Type 2) Factors that affect the individual¶s Factors that affects the effect of stress on Response to the stressor performance Training Personality or risk type Training Uncertainty Selfefficiency Perceptual outlook Anticipation Some moderators may function as both type 1 and type 2 moderators, depending on the context for example, as shown in the figure, training can help to reduce the physiological stress response to an external stressor and prevent performance degradation in the face of stress. For cases in be the most common manifestation of the moderator. STRESSORS: Almost any change in the environment even a pleasant change, such as a vacation demands some coping; and a little stress is useful in helping us to adapt. But beyond some point ³stress´ become ³distress´. What acts to produce distress varies greatly from person to person, but some events seem to be stressors for many of us. Chief among these are injuries or infections of the body; annoying or dangerous events in our environments; major changes or transitions, in life, which force us to cope in new ways and anticipated or actual threats to our self-esteem. STRESS CYCLE: Stress has a number of immediate effects and if the stressors are maintained, long-term behavioral, physiological, emotional and cognitive (thinking) effect occur.

Distress Cycle
58 Overall cost Behavioral (Over eating and Excessive alcohol

consumption) Physiological (heightened muscle tension, elevated blood pressure and rapid heartbeats) Emotional ( Heightened anxiety depression and anger) Cognitive ( increased distractibility, decreased concentration) Behavioral disorder (Obesity and alcoholism) Medical disorders (headaches, hyper tension and heart disease) Emotional disorder (chronic anxiety and depression, phobias personality changes and mental illness) Cognitive disorder (memory problems, obsessive thoughts and sleep disorder) Decreased Productivity Decreased Enjoyment Decreased intimacy

Stress overloading Where stress comes from
59 Change stressors Disease stressors Phobic stressors Chemical stressors Emotional stressors Physical stressors

Commuting stressor Environmental stressors Social stressors Decision stressors Family stressors Work stressors Painstressors

Wellness Cycle
Where stress Comes form Techniques & Skills Overall effects Overall effects WELLNESS CYCLE What stressors do the body? Hans Selye (1956, 1976) termed the body¶s response to stressors the general adaptation syndrome. The general adaptation syndrome consisting of three stages as shown in figure 1. They are 1) The alaram reaction stage, 2) The stage of resistance and 3) The stage of exhaustion. 60 Change stressors Disease stressors Phobic stressors Chemical stressors Emotional stressors Physical stressors Commuting stressor Environmental stressors Social stressors Decision stressors Family stressors Work stressors pain stressors Health promoting life style responses Adaptive Behavioral responses (assertiveness, time management) Adaptive physical responses (nutrition, exercise & relaxation) Adoptive cognitive & emotional response (stress inculcation, cognitive restructuring) Increased self confidence & self respect Improved physical health & resistance to disease Improved mental health & resistance to

future stressors Increased productivity Increased enjoyment Increased intimacy

General arousal system
THE ALARAM REACTION: The alaram reaction is essentially the emergency response of the body. In this stage response of the body, many of them mediated by the sympathetic nervous system prepare us to cope with the stressor. THE STAGE OF RESISTANCE: If the stressor continuous to be present, at the stage of resistance begins, wherein the body resists the effects of the continuous stressor. THE STAGE OF EXHAUSTION: The final stage of the general adaptation syndrome is the stage of exhaustion. In this stage, they body¶s capacity to respond to both continuous and new stressors has been seriously compromised. In this situation, a person may no longer be able to ward off infection and may become sick and perhaps die. Alternatively, because of other stressor-induced hormonal effects, stomach ulcers, diabetes, skin disorders, asthama, high blood pressure, increased susceptibility to cancer (Bammer & Alarm Resistance Exhaustion Normal level Of resistance 61 Newberry, 1983) or a host of other diseased may occur at this stage or late in the stage of resistance (Selye, 1976, Allen, 1983). STESS AND PERFORMANCE: POSSIBLE RELATIONSHIP FRMAEWORKS Although much of the research on the relationship between stress and functioning focuses on the negative performance effects of stress, not all stress is bad. In fact, Selye (1956) emphasizes that stress is a necessary apart of life and that it does not always involve negative consequences for the organism involved. In fact, at certain moderate levels, stress can actually improve individual performance. There is a substantial research supporting the concept of ³good stress´. Yerkes and Dodson (1908) were the first to ³stumble´ upon the inverted ± U relationship between stress and performance. Their work focused on the effects of stress on the learning response of rats. Using three trials with low, moderate and high levels of stimulus, the authors find a weak but curvilinear relationship, with performance on the task improving as the stressor stimulus reached a moderate level and decreasing as stimulus strength increased beyond this point. Research since Yerkes and Dodson has supported the inverted ± U relationship between stress and performance. Scott (1966) finds that individual performances increases with stress and resulting arousal to an optimal point and then decreases as stress and stimulation increase beyond this optimum. Further more, Srivastava and Krishna (1991) find evidence that an inverted ± U relationship does exist for job performance in the industrial context. Seyle (1975) and McGrath (1976) also suggest an inverted ± U hypothesis, assuming that external stressors produce a stress response

that is similar physiologically to arousal. Sanders (1983) and Gaillard and Steyvers (1989) find that performance is optimal when arousal is at moderate levels. When arousal is either too high or too low, performance declines. Although several authors posit a negative linear relationship between stress and performance, other evidence suggest that this relationship is actually an inverted ± U shape. This hypothesis suggests that individual performance on a given task will be lower at high and low levels of stress and optimal at moderate levels of stress. At moderate levels of stress, performance is likely to be improved by the presence of 62 enough stimulation to keep the individual vigilant and alert, but not enough to divert or absorb his energy and focus. At low levels of stress, in contrast activation and alertness may be too low to foster effective performance, while at high levels of stress; arousal is too high to be conducive to task performance. Many critics of the inverted ± U hypothesis argue that the relationship between stress and performance does not have a U ± shape. One alternative model is a negative linear relationship Jamal (1985) argues that stress at any level reduces task performance by draining an individual¶s energy, concentration and time. Vroom (1964) offers a similar explanation, suggesting that physiological response caused by stressors impair performance. Some psychologists even suggest a linear positive relationship between stress and performance. For example, Merlin (1977) argues that at low levels of stress, challenge is absent and performance is poor. Optimal performance in his model comes at the highest level of stress. There have been some studies in support of this hypothesis, including Arsenault and Dolan (1983) and (1995). Despite the empirical evidence supporting these alternative theories, the inverted ± U hypothesis is still the most intuitively appealing and the most used explanation for how stress and performance are related (Muse, Harris and Field 2003). Stress and Decision ± making, Perception and Cognition: Stress can affect an individual¶s decision ± making process and ability to make effective judgments. For example, Easterbrook (1959) proposes a ³cue utilization model´ and argues that when exposed to stressors, individual experience ³perceptual narrowing´ meaning that they pay attention to fewere perceptual cues or stimuli that could contribute to their behavior or decision. Peripheral stimuli are likely to be the first to be screened out or ignored. 63 AROUSAL, SRESS AND ANXIETY TRAITS Decision ± making models proposed by Janis and Mann (1977) support this hypothesis and suggest that under stress, individuals may make decisions based on incomplete information. Friedman and Mann (1993) suggest that when under conditions of stress, individuals may fail to consider the full range of alternatives available, ignore long-term consequences and make decisions based on oversimplifying assumptions. Further more, the work of Staw; Sandelands and Dutton (1981) suggests that individuals may suffer from performance rigidity because of their reduced search behavior and reliance on fewer perceptual cues to make decisions. Research by Shaham, Singer and Schaeffer (1992) suggests that individual are more likely to use heuristics (rules of thumb or guidelines based on experience that

are used to help in decision-making) when they are faced with external stressors. They compare the heuristic use of two groups of people on a survey, one that was asked to Trait anxiety
An acquired deposition that pre disposes a person to perceive a wide range of objectively and to these with this proportion state anxiety levels

Arousal
A general physiological and psychological activation of the organism that varies on a continuum from deep sleep to intense excitement

State anxiety
Movement to movement changes in feelings of nervousness worry and apprehension associated with arousal of the body

64 Cognitive state anxiety Somatic state anxiety
Movement to movement changes in worries and negative thoughts Movement to movement in perceived physiological arousal

first complete an analytical test while being subjected to loud noises and a second that did not complete the stress exposure test. These authors find that individuals in the experimental group, who exhibited elevated levels of hostility, anxiety and irritability after their initial exposure to the stressors, were about 12.5 percent more likely than the control group to use heuristics while taking the second survey. However, the authors do not look at whether individuals performed better or worse on the analytical test when using heuristics. Klein (1996) also finds that when confronted with external stressors, individuals are more likely to use heuristics and other simplified decision making strategies. However, rather than reducing the quality of individual decisions, as suggested by those researchers who argue for perceptual narrowing, Klein suggests that the use of heuristics may allow individuals to respond more quickly to external demands and can also help them make effective judgments under some kinds of stressors or with only partial information. Stress can also contribute to performance decrements by slowing cognition and individual information processing. Idzikowski and Baddeley (1983) find that the time to complete a given task doubled with the introduction of an external stressor. McLeod (1977) looks specifically at stress in the form of ³task overload´ (e.g., asking an individual to perform more than one task under a time constraint) and finds that the addition of multiple required tasks reduces the quality of individual performance and increases the magnitude of the performance decrement as compared with the case in which the individual has only one task to perform. 65 STRESS AND GROUP FUNCTIONING: THE FIVE µA¶ STAGES OF TEAM WORK (OAKLANDD 1995) While the affects of stress on individual performance are relevant to military effectiveness, the effects of stress on group functioning are equally important. Bowers, Weavers and Morgan (1996) argue that group ± level stressors can involve any influence of the group on the individual that leads to increased tension or decreased functioning, competition among members or crowding. Group decision ±

making processes can be affected by the presence of stressors. Most importantly, Driskell, Carson and Moskal (1988) find that when subjected to stressful conditions, individuals are more likely to yield control to their partners or superiors. As a result, authority tends to become more concentrated and hierarchy more pronounced. In addition, communication within the group may suffer as a result of perceptual narrowing. Cannon-Bowers and Salas (1998) hypothesize that the stimuli lost through perceptual narrowing are those most important to group communication and effectiveness. As a result, the group ± level effects of stress may be even more significant than those at the individual level. Stress can also lead to what Janis and Mann (1977) call ³groupthink´, in which members of the group may 66 AWARE ADOPT ACT ACEEPT ADAPT Thoughts, ideas, feelings, values, date intuition, conscious or subconscious. Bring to consciousness: Valid? Reliable? Does it accord with values? Do I trust it? Sensible? True? Will it benefit me/us? Will I / We gain by adoption? How can I /We adapt behavior to gain benefit? What thoughts, feelings, actions will need to change? Change thoughts, ideas, feelings, values leading to change in behavior. ignore important cues, force all members to conform or adhere to the consensus opinion and even rationalize poor decisions. Stress and job satisfaction: Research also suggests that moderate levels of stress can have positive effects on job satisfaction and organizational commitment while reducing turnover intent. These findings seem to be an extension of the inverted U shaped relationship discussed previously. Under this hypothesis at moderate levels of stress, individual performance and productivity are likely to be higher and can contribute to higher job satisfaction and organizational commitment. Zivnuska, Kiewitz and Hochwarter (2002) find that moderate levels of stress tend to be correlated with higher levels of job satisfaction than either very high or very low stress levels. The authors explain this effect by nothing that moderate stress is perceived as stimulating and challenging, without being unbearable. Empirically, the authors demonstrate the nonlinear relationship of stress with turnover, intent, value attainment and job satisfaction by including a tension-squared terms as a predictor variable in their model. They find that the tension ± squared term has a statistically significant relationship with each of the outcome variables. These findings suggest that turnover intent increased quadratic ally with job tension, while value attainment and job satisfaction decrease quadratic ally with tension.

These findings are supported by the work of Milgram, Orenstein and Zafrir (1989) which looks at the effects of stress on a group of Israeli soldiers. They find that moderate levels of stress foster increased group cooperation, commitment and morale all of which can contribute to effective group performance. As stress levels decline from the optimal level the authors find that individual endorsement of official goals of the military, military unit morale and loyalty to the unit also decline. Taken together these studies suggest that although stress often comes along with a negative connotation in popular language, it does exist in positive and helpful forms that can contribute to individual and group intensity and achievement. This type of stress is likely to be particularly important for military personnel in peacekeeping deployments, where a certain level of stress may help maintain vigilance and reduce boredom. 67 THE STRESS RESPONSE EXTERNAL STRESSORS INTERNAL STRESSORS Threats Disease Excitements Discomfort Challenge Pain

ADVERSITY DEPRESSION
Conflict

FIGHT OF FLIGHT RESPONSE
Pituitary gland Brain stems & cord ACTH Into blood Neural Impulses Release of Release of CORTISOL & ADRENALIN & CORTISONE NORADRENALIN Fights inflammation Activates heart muscle Increases muscle tension Sends glucose to muscle 68 Cortex Core of adrenal glands LONG TERM EFFECTS OF STRESS: However, while exposure to some level of stressor may help individual performance, the long-term effects of stress on the individual tend to be negative, according to the majority of research looking at prolonged exposure to stress. One potential result of an extended exposure to a single or to a multiple stressors is burnout, defined by Maslach, Schaufeli and Leiter (201) to include exhaustion, feelings of cynicism and detachment, a sense of ineffectiveness and lack of accomplishment. Burnout is most often measured on the Maslach Burnout Inventory (MBI). The authors note that individuals with high MBI scores tend to also exhibit higher levels of job dissatisfaction and lower workplace effectiveness. Work by Lee and Ashforth (1990) supports the argument that high and consistent exposure to stress can lead to burnout. They find that psychological strain and bnout have a correlation of 0.94 and that physiological strain and burnout have a correlation of 0.56. Although this does not imply a casual relationship, it does support the argument that individual stress levels are strongly related to burnout. Long terms

exposure to stressors can also have other negative effects. Cropanwano, Rapp, AND Bryne (2003) find that long term exposure to high levels of stressors can lead to emotional exhaustion, which has been shown to degrade organizational stress can also lead to physical problems, including cardiovascular disease, muscle pain, stomach and intestinal problems, decreased fertility and reduced immune system strength. Long-term stress can also lead to feelings of anger, anxiety, fatigue, depression and sleep problems. In the extreme, long-term exposure to high levels of stressors or a single exposure to a very demanding event can lead to post-traumatic stress disorder, a psychiatric illness that can interfere with life functioning. PTSD has a variety of symptoms including nightmares, flashbacks, difficulty sleeping and social isolation. Not all individual who experience extreme stress will develop PTSD, though. Factors that make individuals more or less susceptible to PTSD include the type of stressor 69 experience, genetics, lack of social support, or the existence of other mental or physical diseases (Green, 1990, Kahana, Harel and Kahana 1988, Adler, Vaitkus and Martin 1966). Important from the perspective of this report, combat experience is one of the types of stressors that can bring on PTSD. Work stress: Work related stress is the response people may have when presented with work demands and pressures that are not matched to their knowledge and abilities which challenge their ability to cope. Stress occurs in a wide range of work circumstances but is often made worse when employees feel they have little support from supervisors and colleague and where they have little control over work or how they can cope with its demands and pressures. There is often confusion between pressure or challenge and stress and sometimes it is used to excuse bad management practices. Pressure at the work place is unavoidable due to the demands of the contemporary work environment. Pressure perceived as acceptable by an individual, might even keep workers alert, motivated, able to work and learn, depending on the available resources and personal characteristics. However, when that pressure becomes excessive or otherwise unmanageable it leads to stress. Stress can damage your worker¶s health and business performance. Stress results from a mismatch between the demands and pressures on the person on the one hand and their knowledge and abilities. This includes not only situations where the pressures of work exceed the worker¶s ability to cope but also where the worker¶s knowledge and abilities are not sufficiently utilized and that is a problem for them. A healthy job is likely to be one where the pressures on employees are appropriate in relation to their abilities and resources, to the amount of control they have over their work and to the support, they received from people who matter to them. As health is not merely the absence of disease or infirmity but a positive state of complete physical, mental and social well-being (WHO 1986) a healthy working environment is one in which there is not only an absence of harmful conditions but an abundance of health promoting ones. 70

These may include continuous assessment of risks to health, the provision of appropriate information and training on health issues and the availability of health promoting organizational support practices and structures. A healthy work environment is one in which staff have made health and health promotion a priority and part of their working lives. COOPER¶S MODEL OF THE DYNAMICS OF WORK STRESS (Cooper & marshal, 1976) CAUSES WORK STRESS: Poor work organization that is the way we design jobs and work systems and the way we manage them, can cause work stress. Excessive and otherwise unmanageable demands and pressure can be caused by poor work design, poor management and unsatisfactory working conditions. Similarly, these things can results in workers not received sufficient support from others or not having enough control over their work and its pressures. Research findings show that the most stressful type of work is that which values excessive demands and pressures that are not matched to workers knowledge and abilities, where there is little opportunity to exercise any choice or control and where there is little support from others. 71 Intrinsic to the job Relationship at work Career development
Organizational structure & Climate

Home ± work interface
Individual symptoms yRelated blood pressure yDepressed mood yExcessive drinking yIrritability yChest pain Organizational symptoms yHigh absenteeism yHigh labour turnover yIndustrial relations difficulties yPoor quality control
Coronary Heart Mental illness Prolonged strikes Frequent and sever accidents

apathy INDIVIDUAL The more the demands and pressure of work are matched to the knowledge and abilities of workers, the less likely they are to experience work stress. The most support workers received from other at work, or in relation to work, the less likely

they are to experience work stress. The more control workers have over their work and the way they do it and the more they participate in decisions that concern their jobs, the less likely they are experience work stress. Most of the causes of work stress concern the way work is designed and the way in which organizations are managed. Because these aspects of work the potential for causing harm, they are called ³stress related hazards´ and these are listed in table 1. One should keep in mind, though, that some of these hazards may not be considered harmful in specific cultures.

TABLE 1: STRESS ± RELATED HAZARDS Work content Job content
Monotonous, under stimulating, meaningless tasks Lack of variety Unpleasant tasks Aversive tasks WORKLOAD AND WORK PACE Having too much or too little to do Working under time pressures WORKING HOURS Strict and inflexible working schedules Long and unsocial hours Unpredictable working hours Unpredictable working hours Badly designed shift systems PARTICIPATION AND CONTROL Lack of participation in decision-making Lack of control (for example, over work methods, work pace) 72 WORK CONTEXT Career development, status and pay Job insecurity Lack of promotion prospects Under-promotion or over-promotion Work of ³low social value´ Piece rates payments scheme Unclear or unfair performance evaluation systems Being over-skilled or under-skilled for the job ROLE IN THE ORGANIZATION Unclear role Conflicting roles within the same job Responsibility for people Continuously dealing with other people and their problems INTERPERSONAL RELATIONSHIPS Inadequate, inconsiderate or unsupportive supervision Poor relationships with co-workers Bullying, harassment and violence Isolated or solitary work

No agreed procedures for dealing with problems or complaints ORGANIZATIONAL CULTURE Poor communication Poor leadership Lack of clarity about organizational objectives and structure THE EFFECTS OF WORK STRESS: Stress affects different people in different ways. The experience of work stress can cause unusual and dysfunctional behaviors at works and contribute to poor physical and mental health, in extreme cases, long ± term stress or traumatic events at work may lead to psychological problems and be conductive to psychiatric disorders 73 resulting in absence from work and preventing the worker from being able to work again. When under stress, people find it difficult to maintain a healthy balance between work and non-work life. At the same time, they may engage in unhealthy activities such as smoking, drinking and abusing drugs. Stress may also affect the immune system, impairing people¶s ability fight infections.

WORK HAZARDS & STRESS
Direct Physical Indirect Stress Pathway Pathway 74
SOCIAL & ORGANIZATIONAL PHYSICAL WORK C ONTEXT

ENVIRONMENT PSYCHOSOCIAL WORK ENVIRONMENT EXPERIENCE OF STRESS HARHM TO EMPLOYEES PHYSICAL PSHYCOLOGICAL AND SOCIAL HEALTH EMPLOYEES AVAILABILITY FOR A PERFORMANCE AT WORK HEALTHINESS & PERFORMANCE OF THE ORGANISATION

Work stress affects the individuals in the following ways:
yBecome increasingly distressed and irritable yBecome unable to relax or concentrate yEnjoy their work less and feel less committed to it yExperience serious physical, such as o Heart disease o Disorders in blood pressure o Headaches o Musculo ± Skeletal disorders (such as lock back pain and upper limb disorders)

The effects of work stress on organizations:
If key staff or a large number of workers are affected, work stress may challenge the healthiness and performance of their organization. Unhealthy organizations do not get the best market but eventually even their survival.

STRESS AND ILLNESS: DIRECT AND INDIRECT EFFECTS
75 STRESS Indirect effect on health ± related behavior Less compliance with appropriate preventive behavior Delay in seeking medical care avoidance of any medical care. Indirect effect on fitness related behaviour Increase in smoking and consumption of alcohol. Choosing less nutritional food to eat sleeping less Direct physiological effects Increased amount fat in body cells. Higher blood pressure Decreased immunity to viral and bacteriological infections. ILLNESSIndividual Work stress affects the organizations in the following ways: yIncreased absenteeism yDecreasing commitment to work yIncreasing staff turn-over yImpairing performance and productivity yIncreasing unsafe working practices and accident rates yIncreasing complaints from clients and customers yAdversely affecting staff recruitment yIncreasing liability to legal claims and actions by stressed workers and yExternally Assessing the risk at work: The experience or work stress is a challenge to the health and safety of workers and to the healthiness of their organizations. Employers should have a policy for the management of workers health that refers to work stress. They should enable that policy to be implemented by putting the appropriate arrangement in place. Such arrangements should address the issues of risk assessment, timely reaction and rehabilitation. Organizational level strategies for managing existing work stress focus on combating the risks at source. Work stress can be effectively managed by applying a risk management approach as is successfully done with other major health and safety problems. A risk management approach assesses the possible risk in the work environment that may cause particular existing hazards to cause harm to employees. A hazard is an event or situation that has the potential for causing harm. Harm refers to physical or psychological deterioration of health. The cause of stress are hazards related to the

design and management of work and working conditions and such hazards can be managed and their effects controlled in the same way as other hazards. 76 Essential steps in risk management: Risk management is essentially a problem solving approach to health and safety problems and provides a vehicle for the continuous improvement or work and working conditions and thus the health of workers and the healthiness of their organization.

A FRAME WORK MODEL OF RISK MANAGEMENT FOR WORK STRESS
Figure No: The Risk Management cycle 77
EVALUTION

FEED BACK
RISK ASSESSMENT (Including AUDIT) TRANSLATION

RISK REDUCTON

ORGANIZATIONAL LEARNING & TRAINING Assessment of Risk Learning and further Action Design Action Plan to reduce Risk Evaluation of Action Plan Implementation of Action Plan Basic steps in Stress Risk Management: Risk management proceeds through a cycle of five actions 1. An analysis of the situation and an assessment of risk 2. The design an action plan to reduce the risk of work stress 3. The implementation of that action plan and 4. Its evaluation, and 5. Learning and further action based on the results of the evaluation.

RISK ASSESMENT STRATEGY AND PROCEDURES.
Think about different work groups or workplaces that make up the organization and a question is to be arised which most stressed or stressful. The evidence is to be identified like high absence rates, poor health records, high accident rates, poor morale, workers or trade union complaints, poor productivity etc. The investigation is to be made in examining the working conditions. Identification, collection and discussion of the evidences are to be done in the team manner. Consulting the workers and trade union possibly through group 78
[1] Familiarization [2] Work Analysis interviews

[3] Assessment Survey [4] Audit [5] Analysis & Interpretation of Data

Identify & assess Group Exposure to Stressful Hazards
Identify & Assess key Markers of Employees & Organizational Health

Audit Existing Management Control & Employee support systems Identify Likely Risk Factors
Make recommenda tion on Residual Risks

discussion. A proper plan of action is to be made and implemented in the relevant manner in order to overcome the stress conditions revision of action plan is to be done and implemented in order to overcome the risks in the organizations. Prevention of Work Stress: There are a number of ways by which the risk of work stress can be reduced These include: Primary prevention, reducing stress through: yErgonomics yWork and environment design yOrganizational and management development ySecondary prevention, reducing stress through: yWorker education and training. Tertiary prevention, reducing the impact of stress by: yDeveloping more sensitive and responsive management ySystems and enhanced occupational health provision. The organization itself is a generator of different types of risk. Tertiary prevention in organizations places an emphasis on the provision of responsive and efficient occupational health services. Contemporary work stress management should, therefore, encompass tertiary prevention. A good employer designs and manages work in a way avoids common risk factors for stress and prevents a much as possible foreseeable problems. STRESS REDUCTION PROCESS MODEL (Direct or Indirect Control) 79 80 Management of counseling support Local Government

Available finances Service counselors Stakeholder¶s views Obligations Latest research Successful policies Compliance with H&S legislation Stress policy formulation & Regular review
Introduction of peer group support network

Employee
Stress policy
Clearly defined for all departments Positive Culture towards stress A safety net for sufferers within the organization

Quantifiable Result
Less stress related sickness Retention of staff Improved moral

Work pressure and Job performance
High Job Performance Low zFF Figure No: WELL DEISIGNED WORK WELL DEISIGNED WORK Clear Organizational Structure Appropriate selection, training and staff development Job descriptions Employees should be provided with clear information about the structure, purpose and practices of the organization. Each employee¶s skills, knowledge and abilities should be matched as much as possible to the needs of each job. Candidates for each job should be assessed against that job¶s requirements. Where necessary, suitable training should

be provided. Effective supervision and guidance is important and can help project staff from stress. A job description will depend on an understanding of the policy, objectives and strategy of the organization, on the purpose and organization of work and on the way performance will be measured. 81
Inadequate Optimum work Addend work Work load pressure pressure

Work under load Work Over load Job description have to be clear Communication Social environment It is important that an employee¶s manager and other key staff are aware of the relevant details of the job and make sure that demands are appropriate. The better employees understand their job, the more they will be able to direct appropriate efforts towards doing it well. Managers should talk to their staff, listen to them and make it clear that they have been heard. Communication of work expectations should be comprehensible, consistent with the job description and complete. Commitments made to staff should be clear and kept. A reasonable level of socializing and team work is often productive as it can help increase commitment to work and to the work group. 82

CHAPTER ± IV
DATE ANALYSIS &

INTERPRETATION
83 1. Do you get on well with your co-workers? Always ( ) Sometimes ( ) Never ( ) S.no Particulars Response percentage 1 Always 85 85 2 Some time 10 10 3 Never 5 5 Total 100 100 Inference: From the above table we identified that: The 85% of the employees are always well with their co-workers. The 10% of the employees some time well with their co-workers 5% of the employees are not getting well with their co-workers. 85% of the employees are always well with their co-workers. It means the organization follows good communication skills to maintain co-ordination. . 84 Always Sometimes Never 2. Do you let others know about your feeling? Always ( ) Sometimes ( ) Never ( ) S.no Particulars Response Percentage 1 Always 30 30 2 Some time 70 70 3 Never 0 0 Total 100 100 Inference: From the above table we identified that: The 30% of the employees always let others know about their feelings. The 70% employees sometimes let others know about their feelings. It is clear that all the employees want to share their feelings with their co-workers. 85 Always Sometimes Never 3. Do you get anger due to depression? Always ( ) Sometimes ( ) Never ( ) S.no Particulars Response percentage 1 Always 10 10 2 Some time 60 60 3 Never 30 30 Total 100 100 Inference: From the above table we identified that:

The 10% of the employees always get anger due to depression The 60% of the employees only at sometimes get anger due to depression 30% of employees never get anger due to depression. It is clear that some of the employees get angry due to depression. 86 Always Sometimes Never 4. The organization focus on close supervision in maintaining performance? Always( ) Sometimes( ) Never( ) S.no Particulars Response percentage 1 Always 40 40 2 Some time 55 55 3 Never 5 5 Total 100 100 Inference: From the above table we identified that: The 40% of the employees always feel that the organization focus on close super vision in maintaining performance The 55% employees feel at sometimes 5% of the employees never feel. It is clear that most of the employees feel that the organization focus on close supervision in maintaining performance. 87 Always Sometimes Never 5. The organization seeks opinion of employees in developing the strategies for maintaining performance? Always ( ) Sometimes ( ) Never ( ) S.no Particulars Response percentage 1 Always 30 30 2 Some time 50 50 3 Never 20 20 Total 100 100 Inference: From the above table we identified that: The 30% of the employees always agree with the organization in seeking opinions of employees in developing the strategies for maintaining performance The 50% agrees sometimes 20% never agree. It is clear that the organization takes more number of opinions from the employees in developing the strategies for maintaining performance. 88 Always Sometimes

Never 6. Are you satisfied with management decision-making process? Always ( ) Sometimes ( ) Never ( ) S.no Particulars Response percentage 1 Always 0 0 2 Some time 65 65 3 Never 35 35 Total 100 100 Inference: From the above table we identified that: The 65% of the employees satisfied sometimes with the management decision making process The 35% never. It is clear employees do not have satisfied with management decision making process. 89 Always Sometimes Never 7. How do you react when your superiors are not able to co-operate with you? Always( ) Sometimes( ) Never( ) S.no Particulars Response percentage 1 Always 10 10 2 Some time 40 40 3 Never 50 50 Total 100 100 Inference: From the above table we identified that: The 10% of the employees react immediately The 40% of the employees react slowly mostly 50% of the employee never react. It is clear that Most of the employees react slowly to their superior words. 90 Always Some Time Never 8. Do you feel like stress in your job? Always( ) Sometimes( ) Never( ) Response No of Respondents Percentage (%) Always 1 1 Some times 50 50 Never 49 49 Total 100 100 Inference: From the above table we identified that: The 50% of the employees are respondents believe that they stress at work occasionally. The 49% of the employees are respondents never feel stress.

1% of the employees are respondents always feel stress at work. It is clear that 50% of employees are that feel stress at work occasionally. 9. How often do you worry about physically environment problems in the work place (Temperature , Lighting & Gases) Always( ) Sometimes( ) Never( ) Response No of Respondents Percentage (%) Always 22 22 Some times 40 40 Never 38 38 91
Always some times never

Total 100 100 Inference: As it is evident from the table 40% of the respondents worry about physically environment problems in the work place occasionally. 38% never worry about physically environment problems. 22% respondents always worry about it. It is observed that 40% of the employees worry about physically environment problems in the work place occasional
Always Some times Never

10. Do you feel like stress to cope up with new technology? Yes( ) No( ) sometimes( ) Response No of Respondents Percentage (%) Yes 11 11 No 34 34 Some Times 55 55 Total 100 100 92 Inference: As it is evident from the table: Majority of the 55% respondents feel inability to cope up with new technology occasionally. 34% of respondents not feel to cope up with new technology. 11% of respondents always feel inability to cope up with new technology. It says that 55% of respondents are feel stress to cope up with new technology occasionally.
Yes No Some Times

11. Did you get any problem by feeling stress? Yes( ) No( ) Response No of Respondents Percentage (%) Yes 62 62 No 38 38

93 Total 100 100 Inference: From the above table evident that: 62% of the employees respond stress is creating a problem. 38% of the employees respond stress is not creating problem. It is clear from study that 62% of respondents feel stress is creating problem.
Yes No

12. Do you have excessive work load in your job?

Yes ( ) No ( ) Sometimes )
Response No of Respondents Percentage (%) Yes 12 12 No 56 56 Some Times 32 32 94 Total 100 100 Inference: As it is evident from the table: 56% respondents never have excessive work load in their job. 32% respondents have excessive work load in their job some times only. 12% of the respondents always have excessive work load in their job. It is evident from the study that 56% of employees never have excessive work load in their job.
Yes No Some Times

13. Do you feel pressure from superiors? Yes ( ) No ( ) Sometimes ( Response No of Respondents Percentage (%) Yes 8 8 No 64 64 95 Some Times 28 28 Total 100 100 Inference: As it is evident from the table: 64% of respondents never feel pressure from superiors. 28% of the respondents sometimes feel pressure from superiors. 8% of the respondents always feel pressure from superiors . It is clear that 64% of respondents never feel pressure from superiors.
Yes No Some Times

)

14. How often do you worry about time pressure to complete the work? Always ( ) Sometimes ( ) Never ( ) Response No of Respondents Percentage (%) Always 3 3 96

Some Times 28 28 Never 69 69 Total 100 100 Inference: From the above table we evident that: 69% of the respondents never worry about the time pressure to complete the work. 28% of the respondents worry about the time pressure to complete the work occasionally. 3% of the respondents always worry about time pressure to complete the work. It is evident from the study that 69% of employees never worry about the time pressure to complete the work.
Always Some Times Never

15. Get very upset when other people make mistakes Strongly Agree ( ) Agree ( ) Disagree ( ) 97 Response No of Respondents Percentage (%) Strongly Agree 15 15 Agree 46 46 Disagree 39 39 Total 100 100 Inference: From the above table we proved that: 46% of the employees get upset when other people make mistakes. 39% of the employees are did not get upset when other people make mistakes. 15% of the employees are strongly agree to get very upset when other people make mistakes. It is clear from the study 46% of employees felt irritation when other people make mistakes.
Strongly Agree Agree Disagree

16. Lack of the communication causes stress? Strongly Agree ( ) Agree ( ) Disagree ( ) Strongly Disagree ( ) Response No of Respondents Percentage (%) Strongly Agree 22 22 98 Agree 57 57 Disagree 12 12 Strongly Disagree 9 9 Total 100 100 Inference: As it is evident from the above table: 57% of the respondents agree to lack of the communication causes stress. 22% of the respondents strongly agree to lack of the communication causes. 12% of the respondents disagree to the lack of communication causes stress.

9% of the respondents strongly disagree to the lack of communication causes stress. It is evident that 57% of employees are felt that lack of the communication causes stress.
Strongly Agree Agree Disagree Strongly Disgaree

17. Do you feel lack of co-operation from subordinate? Always ( ) Sometimes ( ) Never ( ) Response No of Respondents Percentage (%) Always 10 10 Some Times 58 58 99 Never 32 32 Total 100 100 Inference: As it is evident from the table: 58% of the respondents feel lack of co-operation from sub-ordinates occasionally. 32% of the respondents never feel lack of co-operation from sub-ordinates. 10% of the respondents always feel lack of co-operation from sub-ordinates It is understood from the study that 58% of employees feel lack of co-operation from sub-ordinates occasionally.
Always Some Times Never

18. How often you worry about lack of interest? Always ( ) Sometimes ( ) Never ( ) Response No of Respondents Percentage (%) Always 5 5 Some Times 44 44 Never 51 51 100 Total 100 100 Inference: As it is evident from the table: 51% respondents believe that they never worry about lack of interest. 44% of the respondents believe that they worry about lack of interest some time only. 5% of the respondents always worry about lack of interest. It is clear that 51% of employees never worry about lack of interest.
Always Some Times Never

19. How often do you indulge mental disorder at work place? ( Irritation , Loss of memory etc..) Always ( ) Sometimes ( ) Never ( ) Response No of Respondents Percentage (%) Always 11 11

Some Times 36 36 Never 53 53 101 Total 100 100 Inference: From the above table we identify that: 53% of the respondents never indulge mental disorder at work place. 36% of the respondents occasionally indulge mental disorder at work place. 11% of the respondents always indulge mental disorder at work place. It is understood from the study that 53% of employees never indulge mental disorder at work place.
Always Some Times Never

20. Does the stress in your personal life affect your job performance? To large extent ( ) To some extent ( ) Not at all ( ) Response No of Respondents Percentage (%) To large extent 21 21 To some extent 36 36 Not at all 47 47 Total 100 100 102 Inference: from the above table evident that : 47% of the respondents says that there is no personal life stress in their job performance. 36% of the respondents says that there is some affect of stress in personal life affect in their job performance. 21% of the respondents says that there is large affect of stress in personal life affect in their job performance. It is clear that 47% of employees felt that personal life stress not affect in their job performance.
To Large Extent To Some Extent Not At All

21. Rational allocation of work reduces the stress? Strongly Agree ( ) Agree ( ) Disagree ( ) Response No of Respondents Percentage (%) Strongly Agree 20 20 Agree 51 51 Disagree 29 29 Total 100 100 103 Inference: From the above table we evident that: 51% of the respondents agree to rational allocation of reduces the stress. 29% of the respondents disagree to rational allocation of reduces the stress. 20% of the respondents strongly agree to rational allocation of work reduces the stress.

It is evident from the study that 51% of respondents agree to rational allocation of reduces the stress.
Strongly Agree Agree Disagree

22. Physical exercise & yoga to reduce the stress? Yes ( ) No ( ) Response No of Respondents Percentage (%) Yes 86 86 No 14 14 Total 100 100 Inference: From the above table 104 86% of the respondents feel that physical exercise & yoga can reduce the stress. 14% of the respondents feel that physical exercise & yoga can¶t reduce the stress. It is clear that 86% of employees felt that physical exercise & yoga can reduce the stress.
Yes No

23. Relaxation reduces the stress? Strongly Agree ( ) Agree( ) Disagree( ) Response No of Respondents Percentage (%) Strongly Agree 42 42 Agree 49 49 Disagree 9 9 Total 100 100 Inference: From the above table as is evident that: 105 49% of the respondents agree to relaxation reduces the stress. 42% of the respondents strongly agree to relaxation for reduces the stress. 9% of the respondents disagree to relaxation reduces the stress. It is evident that 49% of employees agree to relaxation reduces the stress.
Strongly Agree Agree Disagree

24. Spending time with your family to reduce the stress? Strongly Agree ( ) Agree( ) Disagree( ) Response No of Respondents Percentage (%) Strongly Agree 53 53 Agree 45 45 Disagree 2 2 Total 100 100 Inference: As it is evident from the table: 106 53% of the respondents strongly agree to spending time with their family to reduce the stress.

45% of the respondents agree to spend time with their family to reduce stress. 2% of the respondents disagree to spend time with their family to reduce the stress. It is understood from the study that 53% of employees strongly agree to spending time with their family to reduce the stress.
Strongly Agree Agree Disagree

25. What are steps to taken by your organization to control stress? Training programs on Seminars by eminent Yoga / Medication( ) speakers ( ) Participating Sports/recreation decision making( ) facilities( ) Response No of Respondents Percentage (%) Training programs on Yoga / Medication 45 45 Seminars by eminent speakers 18 18 Participating decision making 16 16 Sports/recreation facilities 21 21 Total 100 100 107 Inference: From above table we evident that 45% of the respondents feel that the organization should conduct yoga and meditation to control the stress. 21% of the respondents feel that the organization should conduct sports/ recreation to control the stress. 18% of the respondents feel that the organization should conduct seminars by eminent speakers to control stress. 16% of the respondents feel that the organization should conduct participate decision making to control stress.
It is clear that 45% of employees felt that yoga and meditation to control the stress
Training Programs on Yoga/Medication Seminars by eminent speakers Participating decision making Sports /recration

108

CHAPTER ±V

CONCLUSION & SUGGESTIONS
109

SUGGESTIONS:
A small percentage of the employees did have high stress, person¶s facing stress at the organizational level of that of psychological problems in the form of decreased motivation, absenteeism low productivity targets not being achieving etc. as a ready for the above said employees facing stress are advised to attend stress management courses which will has them to build coping strategies and cause out their stress. The stress management cause comprise of a package program consisting of: Relation. Positive outlook towards works/responsibilities. Self analysis through personality type testes. Inter personal skill development. Protection yoga cum meditation. Time management. Since T&D job related factors, performance appraisal & job satisfaction were perceived be counseled regarded the matter. Try to get 6-7 hrs, of continuous sleep for day. 110

CONCLUSIONS:
The present study was conducted at KESORAM CEMENT in BASANTH NAGAR, the aim was to find the stress levels, personality type of the employees. This was done using a detailed questionnaire. The study reveled that fall under low stress category only organization to some extent. At the end of the study we can concluded that through there are sings of stress among the employees & such stress is affecting their behaviors. It can controlled & reduced in the organization to some extent. This can be done by giving counseling & incorporating the suggestions given here in at individual and organizational level. 111

BIBLOGRAPHY:
SRINIVAS R. KANDULA : PERFORMANCE MANAGEMENT PRENTICE- HALL INDIA 2006 R K SAHU : PERFORMANCE MANAGEMENT SYSTEM DINESH K SRIVASTAVA : STRATEGIES FOR PERFORMANCE MANAGEMENT EXCEL BOOKS 2005 CANDY : PERFORMANCE MANAGEMENT CONCEPS, SKILLS & EXERCISE PHI ± NEW DELHI

AGUIMS : PERFORMANCE MANAGEMENT, PEARSON EDUCATION PROFESSIONAL ARTICLES FROM KESHORAM CEMENT LIBRARIES INTERNET WWW.kesoram cement.com 112

Questionnaire on impact of stress On performance
May I introduce myself that I am presently pursuing M.B.A from, ««««. As a part of pursuing M.B.A I am doing project work on ³IMPACT OF STRESS ON PERFORMANCE´ from KESORAM CEMENT FACTORY BASANH NAGAR, whose labor is highly enriched with best. Competencies. May I request you to give feedback on the following factors, which shall be exclusively used for the purpose of project work and not for any other purpose.
NAZIA TAHSEEN. ( MBA HR) VANI NIKETHAN INTITUTE OF MAMAGEMENT STUDEIS KARIMNAGAR

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SECTION ± I POROFILE OF EMPLOYEE
Name : ________________________________________ Age : ________________________________________ Educational back ground:________________________________________ Executive /non executive : ________________________________________ Department : ________________________________________ Experience : ________________________________________
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SECTION ± II STRESS INDICATORS
1. Do you get on well wit your co- workers ( ) a) Always b) Sometimes c) Never 2. Do you let others know about your feelings ( ) a) Always b) Sometimes c) Never 3. Do you get anger due to depression ( ) a) Always b) Sometimes c) Never 4. The organization focus on close supervision in maintaining ( ) a) Always b) Sometimes c) Never 5. The organization seeks opinion of employees in developing the ( ) Strategies for maintaining performance a) Always b) Sometimes c) Never 6. Are you satisfied with management decision-making process ( ) a) Always b) Sometimes c) Never 7. How do you react when you superiors are not able to cooperate ( )

with you ? a) Always b) Sometimes c) Never 115 8. Do you feel like stress in your job? ( ) a)Always b)sometimes c)Never 9. How often do you worry about physically environment problems in the work place (Temperature, Lighting, Gases) ( ) a) Always b) Sometimes c)Never 10. Do you feel like stress to cope up with new technology? ( ) a)Yes b) No c) Sometimes 11.Did you get any problems by feeling stress? ( ) a)Yes b) No c) Sometimes 12. Do you have excessive work load in your job? ( ) a) Yes b) No c) Sometimes 13.Do you feel pressure from superior? ( ) a) Yes b) No c) Sometimes 14. How often do you worry about time pressure to complete the work?( ) a) Always b) Sometimes c) Never 15. Get very upset when other people make mistakes? ( ) a) Strongly Agree b) Agree c) Disagree 16. Lack of the communication causes stress? ( ) a) Strong Agree b) Agree c) disagree d) Strongly Disagree 17. Do you feel lack of cooperation from subordinate? ( ) a) Always b) Sometimes c) Never 18. How often do you worry about lack of interest? ( ) a) Always b) Sometimes c) Never 116 19. How often do you indulge disorder at work place at work place? (Irritation, Loss of memory etc) ( ) a) Always b) Sometimes c) Never 20. Does the stress in your personal life affect your job performance? ( ) a) To large extent b) To some extent c) Not at all 21. Rational allocation of work reduces the stress? ( ) a) Strongly Agree b) Agree c) Disagree 22. Physical exercise & Yoga to reduce the stress? ( ) a) Yes b) No 23. Relaxation reduces the stress? ( ) a) Strongly Agree b) Agree c) Disagree 24.Spending time with your family reduces stress? ( ) a) Strongly Agree b) Agree c) Disagree 25. What are steps taken by your organization to control stress? ( ) a) Training programs on yoga/meditation b) Seminars by eminent speakers c) Participation decision making d) Sports/recreation facilities 117



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