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1 ABOUT THE STUDY STRESS MANAGEMENT Stress can be defined as a state of physical and mental tension caused by certain external or internal factors in a person's life. The art of Stress Management is to keep oneself at a level of stimulation that is healthy and enjoyable. Stress management techniques have varied across a wide range of approaches, ranging from managing the work environment to reducing external sources of stress to managing the individuals’ intrapersonal factors. Although there are several models of stress, the bipartite division between the external stressor and the distress response of the individual is common to all. Stress management techniques can thus be divided into two sorts: environmental management, which attempts to arrange work environments to reduce the sources of stress; and those approaches that aim to support personnel to deal effectively with a variety of stressful situations DEFINITION OF STRESS: The term stress is derived form the Latin term “String ere” which means “to clutch compress or bind”. In the 15th century the term was used to describe troubles or pain. A century later, the term was used to describe burden force or pressure, especially on a person’s body or soul. In the 17th centuries, stress denoted ‘hardship’ pressure, strain or strong effort. 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 both uncertain and important.
2 Wolf and Goodell considered stress as inherent characterizes of life. They indicated that living creature is certainly in a state of more or less stress a dynamic state within an organization stemming in response to a demand for constant. Adoption they further populated that different stress had divergent meanings for individuals in terms of their part experiences. A European foundation describes stress as a process. Stressors are present both at work and home. Stress is a person’s reaction to such factors and it can cause both acute and chronic diseases. Stress is a body’s reaction to stressors and also the way we experience it. Different people react differently stress is not entirely negative. Under certain conditions it can be stimulating, helping people mobilize their resources to meet challenges. MEASUREMENT OF STRESS Stress can be measured in various ways. Some researchers use questionnaire and some use the technical method, where a subject is asked to estimate his or her stress level, on different sealer. Stress can also be measured in an individual’s blood or urine. Stress hormones reveal the nature of stress while blood pressure and pursue rate reflect the level of stress. Researchers can also obtain information from field studies of the actual working conditions at a work place. Different stress situations active different parts of an individual’s endocrine system. If the cortical level rises, it is a signal that an individual is mobilizing resistance to stress. A blood sample provider information on stress levels at particular moment, where as urine sample are frequently used for monitoring the stress level during an entire working day.
3 Blood pressure, pulse rate and the electrical signals from the brain can also use to measure stress levels. They reflect variations in stress instantaneously and efficiently. GENDER AND STRESS Female workers report stress related symptoms more than men do. In some occupations women have a significantly risk of health problem due to psychological factors than men. These occupations relate to jobs in the manufacturing industry, postal assistants, telephone operators and cashiers, nurses and sewing women. Studies on women showed that social support might have a negative effect on health. To women a large social network means obligations to other people and may functions at a stress increasing factor women are mentally active as men and their stress responses are less pronounced. Women react less to performance demands than men do. This is the reason women live longer, however, this gender differences is decreasing as men and women’s work roles become equal. Overtime has proved to have a more stressful effect on women. Even half-an hour’s overtime may be extremely stressful for women because it intervened with her family obligations females ex are particularly stressed by their dual rate. CAUSES OF STRESS Organizational factors There are no shortages of factors with in the organization that can cause stress. Pressure to avoid errors complete tasks in a short duration a demanding and insensitive less and unpleasant co-workers are a few examples. The factors include task, role and interpersonal demands Organizational structure; organizational leadership and the organizational life stage.
4 Task demands They include the design of the individual’s job (autonomy. Role ambiguity is created when role expectations are not clearly understood and the employee is not sure what he or she it to do. task. Organizational Structure Defined the level of differentiation in the organization the degree of rules and regulation and where decisions are made. variety. Excessive rules and regulation and lack of participation in the decisions that affect an employee are examples of structure variables that might be potential sources of stress. Role overload is experienced when the employee is expected to do more than time permits. Role demands Related to pressure placed on a person is a function of the particular role he or she plays in the organization. Organizational Leadership Represents the managerial style of the organization senior’ executives some chief executive officers create a culture characterized by tension. Working conditions and the physical layout working in an over crowded room or in a visible location where interruption are continuous can increase anxiety of stress. degree of automation). impose excessively tight control and relatively firing employees don’t “measure up” . Interpersonal demands Are pressured created by other employees lack of social support from Colleagues and poor interpersonal relationship can cause considerable stress. especially among employees with a high social need. They establish unrealistic pressure to perform in the short run. fear and anxiety. Role conflict created expectations that may be hard to satisfy.
Why to explanations have been offered. Second people eventually develop coping mechanism to deal with stress. First is the idea of selective withdrawal. Some people personality includes a high degree of hostility and anger. The evidence indicates that experience on the job tends to be negatively related to work stress. Those with an external local believe their lived are controlled by outside forces. Evidence indicates that internal perceive their jobs to be less stressful than do external. There are five variables they are as follows: • • • • • perception Job experience Social support Belief in local of control hostility Employee reacts in response to their perception of reality rather than to reality itself. Voluntary turnover is more probable among people who experience more stress. There is increasing evidence that has social support is collegial relationship with co-worker or supervisor can buffer the impact of stress. Those with an internal local of control believe they control their own destiny. Because this takes time. Perception there fore will moderate the relationship between the potential stress condition and the employee’s reaction to it. .5 Individual differences Stress symptoms expressed on the job may actually originate in the person Personality. These people are chronically suspicious and mistrustful of others. Local of control is a personality attribute. senior member of the organization are more likely to adopt and should experience less stress.
ulcer. Stress could create changes in metabolism. increase in smoking or consumption of alcohol. jogging. increase heart and breathing rates. MANAGING STRESS Individual Approaches An employee can take personal responsibility for reducing his as her stress level. boredom and procrastination. irritability difficulty in making routine decisions and the like. Physiological symptoms: Most of the early careers with stress was directed at physiological symptoms. It is “the simplest and most obvious psychological effect” of stress. Job related stress could cause job satisfaction. anxiety. Behavioral symptoms: It includes changes in productivity. increasing blood pressure brings head aches and induce heart attack. swimming and bicycle have long been recommended by physicians as a way to deal . psychological symptom and behavioral symptom. Non competitive physical exercise such as aerobics. Individual strategic that have process effective include implementing time management techniques increasing physical exercise and relaxation training. rapid speech and disorder. absence and turnover as well as changes in eating habit. walking.6 CONSEQUENCES OF STRESS Stress shows itself in a number of ways for instance an individual who is experiencing a high level of stress way develop high blood pressure. Psychological symptômes : Stress can cause dissatisfaction. But stress shows it self in other psychological state-for instance tension. These can be subsumed under three general categories physiological symptom.
. Expanding your social support network can be a means for tensions reductions it provides you to someone to hear your problems and to offer a more objective perspective on the situation. particularly task and role demand and organizational structure are controlled by management.7 with excessive stress level. As such they can be modified as changed. Selection and placement decisions should take these facts into consideration obviously management should not restrict hiring to only experienced individuals with an internal leave. That is high support reduces the likelihood that heave work stress will result in job burnout. Strategic that the management might want to consider are. Organizational Approaches Several factors that can cause stress. The objective is to reach the relaxation where one feels physically relaxed and detached from body sensations. biofeedback. • • • • • • Improved personal selection and job placement. Individuals can teach themselves to reduce tension through relaxation techniques such as meditation. Use of realistic goal setting Redesigning of job Increased employee involvement Improve organizational communications And establishment of corporate wellness program While certain jobs are more stressful than others we know for example that individual with little experience or an external leave of control tend to be more prove to stress. These forms of physical exercise increase heart capacity provide a mental diversion from work pressure etc.
The use of goals can reduce stress.8 Individuals perform better when they have goal setting. They can do better when they have specific and challenging goals and receive feedback on how well they are progressing towards these goals. which helps to identify the symptoms and the cause of stress. to maintain productive involved employee. They must recognize that employees may try to minimize stress even at the expense of promotions or significant pay increased. . Managers and employees must be necessary for creative and productive work. THE STRESS AUDIT In many organizations today. managers find that they must be more sensitive than in the past to potential sectors in their organizations. They can evaluate the extent of dysfunctional stress in the situations by performing a stress audit.
garment manufacturers. . exporters.9 1. unlike China’s. Today. The garments industry in India is one of the best in the world. cheap labor in the country. the country’s garment industry suffers from many structural weaknesses. Exports of textile and garments constitute an important section of Indian export. suppliers. garments manufacturers. it has a huge market. garments exports from India have made inroads into the international market for their durability. Still. both in the small scale as well as large scale. quality and beauty.2 ABOUT THE INDUSTRY India is the world’s second largest producer of textiles and garments after China. it has cheap skilled labor and it has plenty of design skills. The Indian garment industry clearly has many advantages. which creates the opportunity to exploit economies of scale. readymade garments exporters etc. There are numerous garments exporters. stockiest and wholesalers are the gateway to an extremely enterprising clothing and apparel industry in India. The garments and textile industry presently contributes more than 20% of industrial output. One of the reasons for the economical pricing of India’s readymade garments and apparels is the availability of highly skilled. The superiority of India’s garments industry has been acknowledged in the National Textile Policy (NTP) of India 2000. India is one of the biggest cotton producers in the world. An extremely well organized sector.
In India. Industry mainly supplied the domestic market. points out K. 95 percent of garments makers have annual sales of less than Rs. Definition of Industry 1. Description The history of the Albanian textile and garment industry lies in an almost 40 year’s period of state owned enterprises. A significant part of these enterprises didn’t change their destination. only around 100 companies are able to cross the Rs.50 crores and of the 16000 export manufacturers. a vast pool of skilled and unskilled personnel. no . good export potential and low import content are some of the salient features if the Indian textile industry.10 A strong raw material production base. The industry inputs are mainly supplied by imports.100 crores sales level per annum. most of the enterprises went through a privatization process. If Bangalore can be India’s Silicon valley.Palaniraman. a garment manufacturer in India’s textiles hotspot in Tamilnadu. The garment firms have no special technological processes. GARMENTS INDUSTRY PROFILE A. The sector accounts for a significant portion of the total industrial output of the country and plays a vital role in the country’s economy with regard to employment and foreign exchange. Tirupur can be our Textile valley”. After 1990. which operated under the centralized socialist economy. The previous industry production was derived through a large domestic valuedadded chain that used to produce from fiber until final product. they kept producing textiles and garments but their activity was now concentrated on production under outward processing regime of clothes which comprise the majority of the Albania’s exports. using the cheap labor advantage. The textile industry in India makes an enormous and multi-directional contribution to the domestic economy of the country. while exports were managed by a single government agency. cheap labor.
Greece and Germany. trousers.11 marketing strategies and poor vertical integration. Garment export and import levels have been characterized by an increasing trend. The main products of this industry are suits. C. jackets. This industry plays an important role in the country’s economy as shown in Table women). Exports and imports are interconnected as a result of re-exportation. due to reexporting production as explained above.219. Main trade partners are Italy. which are reexported after a few assembling operations.e. number of firms (often joint-ventures) and an investment level confirming once again the labor-intensive nature of this sector. which are only assembled in Albania. cotton intimate clothes.043 in 2003. Export growth rate for 2003 was 25% towards 2002 and with an absolute value of US$ thousand 155. shirts and t-shirts. consequently leaving abroad most of the value added in this sector. Imports mainly consist of semi-final products. Standard Industrial Classification (SIC code) 182 Manufacture of other wearing apparel and accessories 1821 Manufacture of work wear 1822 Manufacture of other outerwear 1823 Manufacture of underwear 1824 Manufacture of other wearing apparel and accessories n.c B. Current Industry Structure . Main Products Existing The industry range of products output is very well mirrored in the exports. While imports reached US$ thousand 203. Annex 1 shows figures on main exports (production) in this sector. Foreign trade of the sector also reflects the structure of domestic production under OPT (Outward Processing Trade) regime. 2.
the number of firms in 2002 in the garment sector reached about 407. it is partly used for traditional productions such as carpets and rugs especially in Korca and Kruja areas. the companies have not developed other skills. Packaging takes place as part of assembling processes. Processing of these fibers almost does not place (a few of wool washing and spinning in Tirana factory). besides time and resource productivity for the specific processes that they apply. Processors Huge number of garment producers is found in almost all main cities of Albania. 2. Import level of wool fiber indicates a gap between domestic demand and domestic supply.12 According to INSTAT data. innovation and marketing for niche markets for which they feel risk-averse. employing critical mass of women coming from rural and suburb areas (see Table 1). quality and their costs are totally under the foreign investors’ control.000 tons annually of natural wool fiber and no cotton. The network. They represent outward processing companies. Greek or other western countries companies. Other skills would be design. based on specifications and . On the other hand. they are all competing for specific processes/orders coming from foreign companies to take place in Albania. and a good opportunity for import substitution. 100% Albanian owned or joint-ventures. Whereas raw materials used by the garments producers (which actually are semi-fabrics) are imported for re-exporting purposes. Though many years of operation. 1. Raw materials used in textile/garment industry Albania produces 3. therefore this natural resource remains unexploited. Albanian or jointventures with Italian. The industry is highly competitive with many companies operating in labor-based assembling processes of clothing.
. 4.13 conditions set out by western partners. Packaging is usually performed manually. Package materials coming from foreign companies together with imports of garment’s part to be assembled in Albania. Other supply firms Business association: Many companies of this industry have adhered at the Association of Albanian re-exporters. who are very sophisticated and following reputable brands. On the other side. No Albanian origin is acknowledged. Packaging materials: No packaging production for clothing takes place in Albania. product assortment. final purchasers are European consumers. all terms (prices. terms of quality. While. Greece. etc (see Annex 1). and pressing. design. Germany. sewing. a few cases are identified on small fashion houses designing unique garments. that is garment factories in Italy. etc) are assigned by European purchasers who know and have contacts with European garment marketing networks. Advertising: No advertising. They cover a variety of processes such as: cutting. Equipment suppliers: Industrial assets in the garment industry consist mainly of investments on new machinery (Western technology) suitable for goods produced under outward processing regime marketed in European markets. 3. Buyers Buyers are suppliers of raw materials.
pullovers for men and women. Import: Developing countries are direct competitors of Albanian exports in this industry. British producers use OPT to cover 78% of imported knitted garments and 73% of imported woven garments. European Center for Import Promotion Germany is the largest importer of outer garments in the EU with roughly 17 billion Euros. China. China. of which 48% are purchased from developing countries through re-import or direct import . Great Britain is the second largest European importer. Romania (mainly re-imports). generating about 30 students each year. followed by Italy. Greece. and shawls. Universities: A textile engineering faculty existing in Tirana. Source: Eurostat. Netherlands. sport suits. On the other hand.14 Transport firms: The transport is provided by Albanian and/or foreign transportation companies. etc. tshirts. Turkey is the main supplier of the German market of outer garments occupying 14% of Germany’s total imports. Poland (mainly re-imports). British imports have recorded growth vis-à-vis several products: tricots. which produce with OPT regime. Developments in the international market influence trends in Albanian clothing production. Turkey and . etc for women along with woven trousers for men and women have increased significantly. Albania faces competition by countries shown in Table 3. drives competition between them for orders and processes of foreign companies to take place in Albania. woven garments such as trousers. Productivity is based on cheap unit labor and production organization efficiency only. Key Competitors Domestic: high number of companies operating in the OPT production. skirts. woven suit and gloves imports have dropped. Bangladesh. D. Imports of tricots/pullovers.
of less importance are also leather-based or other artificial fibers clothing produced in the international market. Croatia and Turkey.15 Hong Kong are the main exporters of garments in the British market. Developing countries supply 46% of its imports. followed by Tunisia. stand over the average rate. France. skirts. Italy has also imported large amounts of outer garments in 2000. Also. and woven blouses for women. pullovers. . Bangladesh. resulting in making unattractive the use of domestic raw materials (such as natural wool fiber. Other Issues • The energy crisis has been one of the key reasons that brought several enterprises to bankruptcy and some others to raise the production cost because they use the generators. Belgium. France is also a large importer in the EU. while trousers for women and skirts have been the dominant woven garments. China is the leading exporter in the Italian market. The import growth rate has been positive recently. Potential Substitutes Demand for clothes and footwear has been supplied mainly by imports.) • Investments are still required in the four Albanian seaports in order to improve efficiency of operations. tricots. Italy. E. are the main exporters in the French market. They accounted for 5. Imports of t-shirts. Tunisia. Romania. F.2 Euros. • The poor quality of rural infrastructure makes it difficult to reach interior areas. of which 74% were re-imported from non-EU countries. consisting of second-hand clothes that fit consumption needs with affordable prices for the average consumer portfolio. Imports of men’s shirts have dropped. Morocco. etc. 48% of Italian imports came from developing countries.
16 • Communication lines are sufficiently present in urban areas (yet. East Europe and North Africa: either to raise productivity of the processes. mobile communication costs are still high). competition between existing 407 firms domestically is high. OPT production is exempted from import duties. G. For the nature of the production (OPT). especially in specific products such as knitted clothing. casual-style clothing for women and sport clothing. or to embark in efforts for developing new designs and their value-added chain. In this sense. While. The Internet can be accessed from almost any major Albanian city. Industry Trends Consumption and imports of European countries on garments show increasing figures. • China accession to WTO creates a bigger global consumer market as well as raises opportunities for diversion of trade from some European companies towards Albania. However. especially with the entry of China in WTO. The second option can lead to sustainability and economics upgrade for these countries. while the quality of telecommunication is still poor in rural areas. Five-force Analysis Industry competitors The competitive level between the garments firms doesn’t seem to be an important factor in firm’s behavior and decision. • Entry in the sector does not represent specific barriers and is equally treated as other production sectors. H. these firms compete among them for linkages with foreign investors through cheap labor force and effective organization. two options are for the future of these cheap-labor sectors in Far East. internationally Albanian companies are competed by east . Cheap labor countries are competing in OPT production through quick delivery and management efficiency of assembling processes.
Potential entrants Though affected by the energy crisis.17 European. I. Conclusions/Prospects for Cluster Formation Though the positive growth rates through the years. human management. Internationally. far East and North Africa countries. make difficult the upgrade of industry in the short-run. Threat of substitute products Used clothes sold domestically have some competitive power to the products of garments industry in Albania. who also provide cheap labor and investors’ incentives in this sector. since the actors work independently and not willing to develop processes and designs. the buyers and suppliers are the same. Buyers and suppliers Due to the characteristics of this sector. skills in various business aspects such as marketing. Lack of supply basis. other artificial fiber-based clothing and leather clothing represent other substitute products. The efforts are modest and locally concentrated. Their power is high since they are the ones to decide about the production. design. Actors of this industry seem to be reluctant to cooperate and upgrade. technical skills on textiles. More western OPT orders for Albanian companies after China accession to WTO and Romania/Bulgaria preparation for EU accession are identified. Albania continues to represent the nearest country of Italian garments’ producers providing cheap labor. who are trying to build some branded products. since the OPT production is profitable and non- . It is interesting to note a small segment of fashion garments producers in Albania. and all specifications. the industry does not represent the clustering potentials. the sector has been ultimately attracting newcomers in the outward processing activities. design.
periodic good incentives based on performance. Further company posses the service facilities like transportation. internet that are essential for the company to satisfy the customer.The main activities of the company is Processing( Dyeing and Bleaching) of Knit Fabrics . The company’s office building has also been constructed with necessary factors. Vijay khurana are the Managing Directors of the company. Effective management and cordial relationship is followed by Mr. The company gives job opportunity to surrounding village people. post office and communication through telephone. .Mr. given the umbrella company in the foreign countries covering all the marketing. Sipcot Industrial Growth Centre. LOCATION OF THE COMPANY INDIAN STITCHES PVT LTD (INDIAN COLOR CARE) is located At J26. Erode (District). Perundurai – 638052. distribution. canteen facilities and good bonus are provided by the management to its employee. It was situated in J26.It is surrounded by many companies. Company follow good human resource development policies which included creating atmospheres for self-actualization. Sipcot Industrial Growth Centre. All statutory benefits. financial and design aspects of the production.18 risky for them.Erode. Benson with their staff members and employees of the company. The following factors are considered. which are to be considered before construction.Vishal Kumar and Mr. K10 & K 11.The existing situation shows little optimistic perspective in this industry.3 ABOUT THE COMPANY INDIAN STITCHES PRIVATE LIMITED Indian Stitches Private Limited was established in the year 2007. Tamil Nadu. fax. free accommodation. India.Perundurai – 638052. K10 & K 11. 1. The annual turnover of the company is nearly 12 crores in which exports play a main role over the last 3 years. The Total area is Nearly 10 acres.
in OUR INHOUSE PROCESS A.stitches.in Web: www. GOTS b. MOTHERCARE NOMINATED DYE HOUSE COMPANY Mail & Web ADDRESS E-mail: iccproduction@stitches. PRODUCTION/LAB 1. d. BANK OF INDIA b. Original Shade Collected By Marketing Team From Buyer 2. EUROPE OUR CUSTOMERS a. GEORGE e. ABN AMBRO EXPORT MARKET a. H&M SEARS c. MOTHER CARE b.19 • • • • Floor Space Free outflow and inflow of natural air Free from noise pollution Good lighting and ventilation OUR BANKERS a. Lab Dip Was Developed From Lab Department According To The Customer Requirement . GROUP ANTHRA OUR ACHIVEMENTS a. CANADA b.
Evaporator Condensate Water Will Be Send To Production 7. According To The Production Quality Dyes. F. After Getting Lab Dip Approval From Buyer Production Sample Will Be Produced 5.Chemical. Every annual account will be reconciled by the department E. Contractors. ACCOUNTS 1. 3. After Approval Of Production Sample It Will Go to Bulk Production B. According to the supplier payment terms check will be released 3. What all the materials purchased by the concerned departments will be accounted 2. Permit Water Will Be Collected Into A Tank And Will Be Used For Production 5. 2. PURCHASE 1. Staff.After Recovering Salt The Waste Water Will Be Sent To Solar Pan D. Treated Water Will Be Sent To Ultra filtration RO1/RO2/RO3 4.20 3. bulk approval. For Regular Maintenance Electrical and Mechanical Material Will Be Purchased C.HUMAN RESOURCES 1. Rejected Water Will Be Sent To Evaporator 6. Recruitment by man-power sourcing like Workers. As per customer credit terms payment will be collected by marketing teams. MARKETING 1 Buyer original Lab dip approvals.Firewood Will Be Purchased 2. Dischargeable water is treated by normal conventional treatment and . EFFLUENT TREATEMENT PLANT 1. According to the buyer price approval the in voice will be made. finished fabric delivery will be maintained by marketing department. grey fabric collection. Rejected Water Will Be Sent To Crystalizer. 2. It is Zero% Dischargeable Plant biological treatment 3. Pricing For The Lab Dip Quoted From Marketing Team According To The Shade 4.
3. discipline. Conducting Safety awareness. 5. Fire-fighting. All Gate records verification on day-to-day basis.B. & Induction Training programme to all categories. Monitoring the house keeping of all dangerous areas.ELECTRICAL DEPARTMENT 1.21 2.Water. 2. 9.B office dealing works (local & erode). 3. Contractor’s workers performance and discipline to be watched and instruction given to those contractors for further improvement and corrective ness. 4. The company provides promotion/grade to the worker for every 2. 10. G. 6. 9. Guiding the supervisors and electricians. Maintenance work schedule of all equipments in company. Preparing the monthly statement report of gensets. staff. 5.(ie . 10. 4. Security performance keenly watched and if any problem found direction to be given for scrutinize. Inside House keeping to be monitored with HR Asst. report COMPANY GOAL We Trust in continuous improvement of Quality and to serve the customer requirements with excellent fulfillment with on-time delivery. Seeking the ways for energy saving purpose. WELFARE SCHEMES 1. Checking the records of all machines. and contractors. 6. the daily diesel consumption . First-Aid. Preparing the monthly statement report of E. In Co-ordination with all HODS inter departmental functions on daily meetings. Medical etc). 7. Workers Welfare facilities follow-ups. Worker’s/Staff discipline were followed. E. Staff. The company provides annual bonus of Implementing energy conservation activities. 11. 8. 7. cleanliness should be verified & monitoring. 8. Hostel accommodation. Discussing the daily status and upgrading the work schedule. Pay roll verification all categories of workers.
5.1 OBJECTIVES OF THE STUDY OBJECTIVE: • The study is to assess the current stress level of the employees of at Indian stitches pvt ltd sipcot perundurai. The company provides Washing Allowance 9. • • • To identify situations that causes stress. physical. 4. To identify emotional. The company provides food allowances to the overtime workers. and mental effects of stress. The company provides night shift allowance. The company provides house rent allowance every month to the employees. To recognize major symptoms and behaviors related to too much stress. The company provides various types of loans. Also the company provides allowances for tour CHAPTER – 2 MAIN THEME OF PROJECT 2. The company provides advances for celebrating festival. The company provides casual leave and earned leave every year to all the workers. 7. 6.22 3. . 8.
Hence stress management gains more importance especially in manufacturing industries. pressure mounts on workers. Stress management helps to protect both the individual as well as the organization from the effects of stress. .23 2. As the economy becomes global and competition increases in the battle for market shares and survival. Textiles industries in Tirupur become more in number and thereby stress of the employees are also increasing in parallel. Thus it finds the causes of stress and has various techniques to reduce the stress level of the employees.2 SCOPE OF THE STUDY Stress is increasingly becoming accepted as a workplace phenomenon negatively affecting a growing number of people across the world.
The study is about the present perceptions of people. The study is limited to 150 samples that include only the labour level employees of the company. Personal bias of the respondents affects the results of the study. The findings are valid only for the present time. . They are not universally valid for future and are likely to change.3 LIMITATIONS OF THE STUDY The study was applicable to Indian stitches only and cannot be generalized for the whole textile industry.24 2.
RESEARCH DESIGN The study adopts descriptive research method. The major purpose of descriptive research is description of the state of affairs as it exists at present. SOURCES OF DATA Here each .4 RESEARCH METHODOLOGY AREA OF THE STUDY Indian stitches . The methods of research utilized in descriptive research are survey methods.25 2. individual employee is the sampling unit. Sample unit Sample unit goes ahead with “who is to be surveyed”. The simple random sampling method is used for the study. which has been selected to study the factors influencing the organisation climate and to determine the level of satisfaction of the employees with the organisation climate and the factors influencing it. SAMPLING DESIGN Sampling technique & Sample Size Out of the total population of 350 employees a sample of 150 respondents are selected for the study. ii. The facts and information collected are analyzed to make a critical evaluation of the material.
26 The sources are both primary and secondary sources. The collected data represented in the form of tables and graphs in order to give effective visualization of comparison made. Data are collected through administered questionnaire. The respondents were asked to reveal their opinion regarding the factors influencing the organisation climate and the satisfaction level of organisation climate in the company. . The questions are of closed ended type with multiple choices. The questionnaire consists of particulars like Relationship with the stress management The secondary sources of information regarding details of organization climate were gathered from various books and websites. DATA COLLECTION METHOD Fieldwork is actual data collection operation. TOOLS OF THE STUDY The statistical tools used for the analysis are: Simple percentage calculation Chi-square analysis ANOVA Correlation 1. Simple percentage analysis The percentage method is used for comparing certain feature. The questionnaire includes scaling techniques like rating and ranking scales. Primary data were collected by means of administered questionnaire.
R = Number of rows C = Number of columns. ANOVA Analysis of variance (Abbreviated as ANOVA) is an extremely useful technique concerning researches in the fields of economics. psychology. O = observed frequency E = expected frequency Expected frequency is calculated as follows Row total x column total Expected value = -------------------------------------------Grand total Degree of freedom = (r-1) x (c-1) Where. sociology. Chi – Square Analysis test It is useful to determine the sign can’t relationship between the two ariables. This technique is used here since multiple sample cases are involved One – way ANOVA: X 100 . The formula is used for chi-square test. biology.27 Actual population Sample Percentage = -----------------------------Sample size 2. education. (O-E)^2 Chi-square = ----------------E Where. 3. and business/industry in researches of several other disciplines.
S) = (T.28 Under the one – way ANOVA.B) = ---------+ ----------+ ---------. .S..F) = G^2 / N Where. The correction factor (C.S.S.S. The technique involves the following steps: 4. we consider only one factor and then observe that the reason for said factor to be important is that several possible types of samples can occur within that factor.B).C.S) = ∑∑xij^2 – C. of observation 2. Error sum of square (E. We then determine if there are differences within that factor.F N1 N2 N3 4. G = Grand total N = No.CORRELATION 1. Total sum of squares (T. Sum of square between samples (S.S.S) – (S.F ∑x1^2 ∑x2^2 ∑x3^2 3.
or needs of the worker. NIOSH researchers have identified the characteristics of jobs that can lead to stress: . Work related stress affects both the health of the individual and the organization. publication highlights knowledge about the causes of stress at work and outlines steps that can be taken to prevent job stress. NIOSH defines job stress as "the harmful physical and psychological responses that occur when the requirements of the job do not match the capabilities. Professional stress or job stress poses a threat to physical health too. The nature of work has gone through drastic changes over the last century and it is still changing at high speeds.5 REVIEW OF LITERATURE Stress at work is an unavoidable phenomenon for the human race. the following journal articles provide insights to the study. resources. For the initial review of literature.29 2.
Conflicting or uncertain job expectations.Lack of participation by workers in decision making.Poor social environment and lack of support or help from co-workers and supervisors. • Design and implement solutions. Evaluate working conditions.Heavy workload. They are the following: • • • • Build general awareness about job stress within the organization. lack of opportunity for growth. or ergonomic problems.Job insecurity. • Career concerns: . opportunities for career development. Characteristics of "healthy" organizations include recognition of employees for good work performance. advancement. Establish the technical capacity to conduct the program.30 • The design of tasks: . health concerns. Secure top management commitment and support for the program. • Environmental conditions:-Unpleasant or dangerous physical conditions such as crowding. and shift Work. rapid changes for which workers are unprepared. too much responsibility. and job satisfaction. There are several constructive steps that can be taken by the businesses that consider stress as an important issue. air pollution. • Work roles:. • Interpersonal relationships: . stress levels. poor communication in the organization. lack of family-friendly policies. noise. • Management style: . Identify stressors. long work hours. infrequent rest breaks. or promotion. an organizational culture that values the individual .
it helps dealing with deadlines and critical decisions. In this article. “The cost of stress at work and the benefits of a stress free working environment” Report Commissioned by the International Labor Organization (ILO). investigation and mediation costs. . Geneva suggested that the costs to the organizations are primarily related to sickness. positive imagery. stress can be good. continuous stress turns to distress. and management actions that are consistent with organizational values. the author explained briefly about two types of stress as positive and negative. There may be further costs due to damage in production or equipment as well as costs in connection with grievance and litigation. • Evaluate progress regularly. It motivates. biofeedback.31 worker. But constant. and then refine the solutions in a continuous improvement process. relaxation.” managing stress” published by Progressive Grocer who investigates that the costs of unmanaged stress are extraordinarily high to individuals and organizations. exercise and laughter to time management. They are breathing.g. In small doses. and it enhances creativity. e. A potential public loss of goodwill towards the organization may be another more intangible cost. worries cessation and nutritional basics. Coping strategies are varied and individualistic. replacement costs and additional retirement costs. absenteeism. The second article that is reviewed. reduced productivity. Some of the coping strategies have been given for reducing stress.
the effect on CHD was less strong.5 million reported lost working days per year in Britain. of University College London. Those under 50 who said their work was stressful were nearly 70% more likely to develop heart disease than the stress-free. and the amount of the stress hormone cortical in the blood.from mandarins to messengers started in the 1960s. smoking and drinking.and therefore less likely to be exposed to work stress .32 Some of the reports had shown the following statistics regarding stress at work place. The studies of Whitehall employees . researchers monitored heart rate variability. Self-reported work-related stress." A survey of the European Union’s member states found that 28% of employees reported stress-related illness or health problems. Lead researcher Dr Tarani Chandola. As well as records how workers felt about their job. The Health and Safety Executive (HSE) have indicated that: • • One in five workers report feeling extremely stressed at work. but this particular cohort has been followed since 1985. blood pressure. This accounts for 41 . The study reported in the European Heart Journal focused on more than 10. depression or anxiety account for an estimated 10.000 British civil servants. we found that chronic work stress was associated with CHD and this association was stronger both among men and women aged fewer than 50. "Among people of retirement age . exercise. said: "During 12 years of follow up. Then they found out how many people had suffered a heart attack and how many had died of it. They also took notes about diet.
1 on a 10-point rating scale. 23% had experienced an illness caused or made worse by work. In addition. The international cardiac risk status says that the cardiac risk rate of Indian executives' is about 56 per cent. found stress levels in Asia were on the rise and India is rated 6. The physical and mental problems that can be caused by stress can also lead to poor job performance. Investigations illustrated that stress can result in high blood pressure and heart related diseases. suggesting a 30% rise from 1990 (HSE Survey of Work related ill health reported by Smith (2000)).45% moderately stressed. stress can also lead to anxiety and depression.33 million EU workers (European Foundation for Working and Living Conditions.000 middle and senior-level executives in nearly 100 corporations revealed that the Indian executives work in a mechanical pattern. 500. a Hong Kong-based consultancy firm.000 employees were found to be suffering from work related stress. 1996) A recent survey by the Australian Confederation of Trades Unions concluded that stress was now the single most important occupational health and safety issue (ACTU. 2000). A survey of about 15.5% of respondents respectively were suffering from work-related stress or related illness. Two other British surveys (Labour Force Survey. which used random community sample (N=7. The Bristol Stress and Health at Work Study (Smith. both using large-scale representative population-samples found that 31% and 26. PERC.1995) based on selfreport. . showed that 15-20% were very or extremely stressed and 40. 2000) In a UK survey.069).
1 THE AGE OF THE RESPONDENTS S.3 60 19. occur while they are younger than 40. OF RESPONDENTS 26 90 29 5 150 PERCENTAGE 17.4 100 INTERPRETATION .1.3 3.34 About 25 percent of all heart attacks. Death rates due to heart related diseases have increased to three times higher among Indians than those of European or East-Asian executives CHAPTER – 3 DATA ANALYSIS AND INTERPRETATION TABLE 3. among Indian men. NO 1 2 3 4 AGE BELOW 20 YEARS 21 – 30 YEARS 31 – 40 YEARS ABOVE 40 YEARS TOTAL NO.
17.3 of the respondents are 31-40 years and 3. 60 of the respondents are 21-30 years and 19.3% of the respondents are below 20 years. 2.1. GENDER MALE FEMALE TOTAL NO OF RESPONDENTS 90 60 150 PERCENTAGE 60 40 100 INTERPRETATION: From the above table.2 . CHART 3. it is indicated that 60% of the respondents are male and the balance 40% of them are female respondent CHART .2 THE GENDER RATIO OF RESPONDENTS S.3.35 The above table shows that.1.7% of the respondents are above 40 years.1.1 CHART SHOWING THE AGE OF THE RESPONDENTS 100 80 60 40 20 0 BELOW 20 YEARS 21 – 30 YEARS 31 – 40 YEARS ABOVE 40 YEARS 26 29 5 90 TABLE NO. No 1. 3.
36 CHART SHOWING THE GENDER RATIO OF RESPONDENTS 100 80 60 40 20 0 MEN WOMEN TABLE 3.7 12 18 100 INTERPRETATION .3 54. No 1 2 3 4 Annual income BELOW 5000 5001 TO 9000 9001 TO 15000 ABOVE 15000 TOTAL No.3 THE ANNUAL INCOME OF EMPLOYEES S. of Respondents 23 82 18 27 150 Percentage 15.1.
3% of the respondents are below 5000.3 CHART SHOWING THE ANNUAL INCOME OF EMPLOYEES 90 80 70 60 50 40 30 20 10 0 82 23 27 18 BELOW 5000 5001 TO 9000 9001 TO 15000 ABOVE 15000 TABLE NO.1.1.37 The above table shows that.6 8.7 58 14.7% of the respondents are 5001 to 9000 and 12% of the respondents are 9001 to 15000 years and 18% of the respondents are above15000 CHART . 15. 5. NO 1 2 3 4.3. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 28 87 22 13 0 150 PERCENTAGE 18. 54.4 RESPONDENTS FIND IT ENTHUSIASTIC TO WORK NO OF S. 3.7 0 100 .
14.1. CHART – 3. 18. 8.3. and 0% of the respondents are Strongly Disagree.1.6% of the respondents are neutral.4 RESPONDENTS FIND IT ENTHUSIASTIC TO WORK STRONGLY DISAGREE 0 DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 20 28 40 60 80 100 13 22 87 TABLE NO.5 RESPONDENTS LIKE WAITING FOR MY CO.38 INTERPRETATION: From the above table it is inferred that 58% of the respondents are Agree.7% of the respondents are Strongly Agree.7% of the respondents are Disagree.WORKER FOR AN HOUR .
1.3 11. NO 1 2 3 4.3 15. 5. 15.7% of the respondents are Strongly Agree.39 NO OF S.7 23. CHART – 3. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL INTERPRETATION: From the above table it is inferred that 47.3% of the respondents are neutral.5 RESPONDENTS 4 35 71 23 17 150 PERCENTAGE 2. and 2.4% of the respondents are Agree.4 47.3% of the respondents are Disagree. 11.3 100 RESPONDENTS I LIKE WAITING FOR MY COWORKER FOR AN HOUR STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 4 10 20 30 40 50 60 70 80 35 17 23 71 . 23.3% of the respondents are Strongly Disagree.
17% of the respondents are Disagree. 5. and 0% of the respondents are Strongly Disagree. 10% of the respondents are Agree.1. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL INTERPRETATION: From the above table it is inferred that 46% of the respondents are Strongly Agree.40 TABLE NO. RESPONDENTS 69 15 40 26 0 150 PERCENTAGE 46 10 27 17 0 100 CHART – 3.6 RESPONDENTS GET TIME TO EXERCISE DAILY NO OF S.3.6 RESPONDENTS I GET TIME TO EXERCISE DAILY 80 70 60 50 40 30 20 10 0 STRONGLY AGREE 15 0 AGREE NEUTRAL DISAGREE STRONGLY DISAGREE 69 40 26 . 27% of the respondents are Neutral. NO 1 2 3 4.1.
41 TABLE NO. 3% of the respondents are Disagree. and 0% of the respondents are Strongly Disagree.1.3. 38% of the respondents are Strongly Agree. 5.7 RESPONDENTS HAVE CONCENTRATION AT WORK NO OF S.7 . PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL INTERPRETATION: From the above table it is inferred that 44% of the respondents are Agree. RESPONDENTS 57 66 23 4 0 150 PERCENTAGE 38 44 15 3 0 100 CHART – 3.1. NO 1 2 3 4. 15% of the respondents are Neutral.
NO 1 2 3 4.42 RESPONDENTS I HAVE CONCENTRATION AT WORK 70 60 50 40 30 20 10 0 66 57 23 4 STRONGLY AGREE AGREE NEUTRAL 0 DISAGREE STRONGLY DISAGREE TABLE NO. 5.8 RESPONDENTS FEEL PROUD IN CONTRIBUTING MORE TIME TO THE COMPNAY NO OF S. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 20 55 64 11 0 150 PERCENTAGE 13 37 43 7 0 100 INTERPRETATION: .3.1.
and 0% of the respondents are Strongly Disagree. 37% of the respondents are Agree.3.10 RESPONDENTS WOULD LIKE TO LEARN NOW THING FROM MY JOB .8 RESPONDENTS I FEEL PROUD IN CONTRIBUTING MORE TIME TO THE COMPNAY STRONGLY DISAGREE 0 DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 10 20 20 30 40 50 60 70 55 11 64 TABLE NO. CHART – 3. 7% of the respondents are Disagree. 13% of the respondents are Strongly Agree.1.1.43 From the above table it is inferred that 43% of the respondents are Neutral.
20% of the respondents are Strongly Agree.10 . CHART – 3. 26% of the respondents are Neutral. 7% of the respondents are Disagree.1. and 0% of the respondents are Strongly Disagree. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 30 70 39 11 0 150 PERCENTAGE 20 47 26 7 0 100 INTERPRETATION: From the above table it is inferred that 47% of the respondents are Agree. NO 1 2 3 4.44 NO OF S.
45 RESPONDENTS I WOULD LIKE TO LEARN NOW THING FROM MY JOB 80 70 60 50 40 30 20 10 0 70 39 30 11 0 STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TABLE NO. 5.1.11 RESPONDENTS FEEL MY JOB AS EASY NO OF S.3. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL INTERPRETATION: RESPONDENTS 35 65 38 12 0 150 PERCENTAGE 23 43 26 8 0 100 . NO 1 2 3 4.
CHART – 3. 26% of the respondents are Neutral. 23% of the respondents are Strongly Agree. and 0% of the respondents are Strongly Disagree.3. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 13 39 74 21 3 150 PERCENTAGE 9 26 49 14 2 100 .12 RESPONDENTS FEEL THAT FEW MORE PERSONS SHOULD BE ADDED TO DO MY JOB NO OF S. 8% of the respondents are Disagree. NO 1 2 3 4.11 RESPONDENTS I FEEL MY JOB AS EASY STRONGLY DISAGREE 0 DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 10 20 30 35 40 50 60 70 12 38 65 TABLE NO.46 From the above table it is inferred that 43% of the respondents are Agree.1. 5.1.
CHART – 220.127.116.11 RESPONDENTS I FEEL THAT FEW MORE PERSONS SHOULD BE ADDED TO DO MY JOB 80 70 60 50 40 30 20 10 0 74 39 13 21 3 STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TABLE NO.1. 26% of the respondents are Agree. and 2% of the respondents are Strongly Disagree.12 RESPONDENTS AM CLEAR REGARDING MY JOB NATURE AND EXPECTATION OF MY SUPERIOR . 14% of the respondents are Disagree. 9% of the respondents are Strongly Agree.47 INTERPRETATION: From the above table it is inferred that 49% of the respondents are Neutral.
5.12 RESPONDENTS I AM CLEAR REGARDING MY JOB NATURE AND EXPECTATION OF MY SUPERIOR STRONGLY DISAGREE 0 DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 10 20 30 36 40 50 60 70 80 10 28 76 . NO 1 2 3 4. and 0% of the respondents are Strongly Disagree. CHART – 3. 6% of the respondents are Disagree. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 36 76 28 10 0 150 PERCENTAGE 24 51 19 6 0 100 INTERPRETATION: From the above table it is inferred that 51% of the respondents are Agree.48 NO OF S. 24% of the respondents are Strongly Agree.1. 19% of the respondents are Neutral.
TABLE NO.3.1.13 RESPONDENTS GET SUPPORT FROM MY CO-WORKERS AT EMERGENCY NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 31 64 40 12 3 150 PERCENTAGE 21 42 27 8 2 100
INTERPRETATION: From the above table it is inferred that 42% of the respondents are Agree, 27% of the respondents are Neutral, 21% of the respondents are Neutral, 8% of the respondents are Disagree, and 2% of the respondents are Strongly Disagree.
CHART – 3.1.13
RESPONDENTS IGET SUPPORT FROM MY CO-
WORKERS AT EMERGENCY
70 60 50 40 30 20 10 0 64 40 31 12 3 STRONGLY AGREE NEUTRAL DISAGREE STRONGLY AGREE DISAGREE
TABLE NO.3.1.14 RESPONDENTS CAN SHARE MY REVIEWS TO MY SUPERIORS REGARDING WORK NO OF S. NO 1 2 3 4. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 37 60 43 8 2 150 PERCENTAGE 25 40 29 5 1 100
51 From the above table it is inferred that 40% of the respondents are Agree, 29% of the respondents are Neutral, 25% of the respondents are Strongly Agree, 5% of the respondents are Disagree, and 1% of the respondents are Strongly Disagree. CHART – 3.1.14
RESPONDENTS I CAN SHARE MY REVIEWS TO MY SUPERIORS REGARDING WORK
70 60 50 40 30 20 10 0 60 37 43
2 STRONGLY DISAGREE
TABLE NO.3.1.15 RESPONDENTS SLEEP PEACFULLY
NO 1 2 3 4.15 RESPONDENTS I SLEEP PEACFULLY STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 10 20 25 30 40 50 60 70 1 9 54 61 . 5% of the respondents are Disagree. 17% of the respondents are Strongly Agree.52 NO OF S. and 1% of the respondents are Strongly Disagree. CHART – 3.1. 36% of the respondents are Neutral. 5. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 25 61 54 9 1 150 PERCENTAGE 17 41 36 5 1 100 INTERPRETATION: From the above table it is inferred that 41% of the respondents are Agree.
16 RESPONDENTS WOULD FEEL BETTER WHEN I AM GIVEN A RESPONSIBILITY NO OF S.1. 11% of the respondents are Strongly Agree. CHART – 3.53 TABLE NO. NO 1 2 3 4.3. and 0% of the respondents are Strongly Disagree. 13% of the respondents are Disagree. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL INTERPRETATION: From the above table it is inferred that 39% of the respondents are Neutral. 37% of the respondents are Agree.1.17 RESPONDENTS 16 56 58 20 0 150 PERCENTAGE 11 37 39 13 0 100 . 5.
5.54 RESPONDENTS I WOULD FEEL BETTER WHEN I AM GIVEN A RESPONSIBILITY STRONGLY DISAGREE 0 DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 10 16 20 30 40 50 60 70 20 58 56 TABLE NO.1. NO 1 2 3 4.3.18 RESPONDENTS WOULD BE POLITE AT WORK PLACE NO OF S. PARTICULAR STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE TOTAL RESPONDENTS 11 77 44 15 3 150 PERCENTAGE 7 52 29 10 2 100 .
CHART – 3.17 RESPONDENTS I WOULD BE COOL AT MY WORK PLACE STRONGLY DISAGREE DISAGREE NEUTRAL AGREE STRONGLY AGREE 0 11 20 40 60 80 100 3 15 44 77 TABLE – 3.55 INTERPRETATION: From the above table it is inferred that 52% of the respondents are Agree. and 2% of the respondents are Strongly Disagree.1. 29% of the respondents are Neutral.18 CHI – SQUARE TEST THE EDUCATION QUALIFICATION AND EASY TO FOLLOW RULE AND REGULATION OF COMPANY . 7% of the respondents are Strongly Agree. 10% of the respondents are Disagree.2.
Alternate Hypothesis There is a significant relationship between the education qualification and easy to follow rule and regulation of company.56 EDUCATION QUALIFICATION AND EASY TO FOLLOW RULE AND REGULATION OF COMPANY Education Qualification SCHOOLING GRADUATE POST GRADUATE DIPLOMA STRONGL Y AGREE 6 12 7 3 28 TOTAL AGREE 13 31 10 6 61 NEUTRAL 13 16 13 7 49 DISAGREE 4 3 1 4 12 STRONGLY DISAGREE 0 0 0 0 0 TOTAL 36 62 31 21 150 Null hypothesis There is no significant relationship between the education qualification and easy to follow rule and regulation of company.45 Result The table value is more than calculated value and hence accept null hypothesis. Interpretation .026 = 12. Significance level Table Value Calculated Value = 5% = 21.
19 CHI – SQUARE TEST THE JOB POSTING AND QUALIFICATION MATCH WITH YOUR WORK JOB POSTING AND QUALIFICATION MATCH WITH YOUR . TABLE – 3.57 Null hypothesis is accepted.2. There is no significant relationship between the education qualification and easy to follow rule and regulation of company.
67 YES 23 48 28 41 140 NO 1 6 1 2 10 TOTAL 24 54 29 43 150 Result: The table value is more than calculated value and hence accept null hypothesis. Alternate Hypothesis There is a significant relationship between the job posting and qualification match with your work. Significance level Table Value Calculated Value = 5% = 7.815 = 2.58 WORK JOB POSTING MANAGER CLERICAL SUPERVISOR QUALITY CONTROLLERS TOTAL Null Hypothesis There is no significant relationship between the job posting and qualification match with your work. Interpretation .
20 ANOVA TEST TABLE SHOWING THE VARIANCE BETWEEN THE MARITAL STATUS AND WORK ENVIRONMENT SOURCE OF DEGREE . TABLE – 3.59 Null hypothesis is accepted.3. There is no significant relationship between the job posting and qualification match with your work.
5) 6.6 2. So.1) (4.60 VARIATION SS / Between SS / With in Total Table Value Calculated value SS 1295 633 1928 = 6.3.5) INFERENCE: The above table shows that the calculated value which is greater than the table value at 5% of the level of significance with the degree of freedom being V1 = 4 V2 = 5 this analysis is accept the null hypothesis. there is variance between the marital status and work environment TABLE – 3.7/126.55 OF FREEDOM (5-1) 4 (10-5) 5 MS 1295/4 323.26 Degree of Freedom = (C .26 = 2.55 5% F LIMIT (4.1) (r .21 ANOVA TEST .7 633/5 126.6 F RATIO 323.
4.06 = 3. TABLE 3.75 428/15 28.5 F RATIO 23.15) 3. So.22 CORRELATION ANALYSIS CORRELATION .1) (r .75/28.833 5% F LIMIT (4.5 0.61 TABLE SHOWING THE VARIANCE BETWEEN THE AGE AND ORGANISATION VISION CREATES MOTIVATION TO EMPLOYEES SOURCE OF VARIATION SS / Between SS / With in Total Table Value Calculated value DEGREE OF FREEDOM (5-1) 4 (20-5) 15 SS 95 428 523 MS 95/4 23.833 Degree of Freedom = (C .1) (4. there is variance between the age and organisation vision creates motivation to employees.15) INFERENCE: The above table shows that the calculated value which is greater than the table value at 5% of the level of significance with the degree of freedom being V1 = 4 V2 = 15 this analysis is accept the null hypothesis.06 = 0.
24 4017 Y² 210.62 Correlation is a statistical technique that can show whether and how strangely pairs of variable are related.5 0 Y -14.25 380. there is a negative correlation.5 -32.75 2336.5 0 X² 132.5 -10.25 2681 XY 166. Intelligent correlation analyses can lead to a greater understanding of your data X 26 90 29 5 150 y 23 82 18 27 150 X -11. So there is a no negative correlation between tools used by education qualification and income level.25 72.5 -8.5 -19.5 52.75 341.1 FINDINGS .25 165.970.5 44.25 1056.25 3184. CHAPTER .25 2756.25 110.4 4.5 As the correlation co-efficient is 0.25 1980.
60 of the respondents are 21-30 years and 19.7% of the respondents are Strongly Agree. 38% of the respondents are Strongly Agree. 43% of the respondents are Neutral. and 0% of the respondents are Strongly Disagree.4% of the respondents are Agree. 37% of the respondents are Agree. From the above table.3 of the respondents are 31-40 years and 3. 15% of the respondents are Neutral.63 The survey depicts that. 54. that 47. 10% of the respondents are Agree. and 0% of the respondents are Strongly Disagree. 17.it was found that. 27% of the respondents are Neutral. 15. 23. 8.7% of the respondents are 5001 to 9000 and 12% of the respondents are 9001 to 15000 years and 18% of the respondents are above15000 From the above table it is inferred that 58% of the respondents are Agree. From this survey. . and 0% of the respondents are Strongly Disagree.it was found that.3% of the respondents are neutral. 18. 17% of the respondents are Disagree.6% of the respondents are neutral.3% of the respondents are Disagree.3% of the respondents are below 5000.7% of the respondents are Strongly Agree. and 2. 14. 7% of the respondents are Disagree. From this survey.7% of the respondents are Disagree. and 0% of the respondents are Strongly Disagree The survey depicts that that 46% of the respondents are Strongly Agree.3% of the respondents are below 20 years. 13% of the respondents are Strongly Agree. it is indicated that 60% of the respondents are male and the balance 40% of them are female respondent From this survey. The study find that 44% of the respondents are Agree.3% of the respondents are Strongly Disagree.7% of the respondents are above 40 years.it was found that. 3% of the respondents are Disagree. 15. 11.
5% of the respondents are Disagree. 8% of the respondents are Disagree. and 0% of the respondents are Strongly Disagree.it was found that. 29% of the respondents are Neutral. and 2% of the respondents are Strongly Disagre The survey depicts that 51% of the respondents are Agree. 26% of the respondents are Neutral. 10% of the respondents are Disagree. 37% of the respondents are Agree. 8% of the respondents are Disagree. 26% of the respondents are Neutral. From this survey. The survey depicts that 42% of the respondents are Agree.that 52% of the respondents are Agree. 36% of the respondents are Neutral. The survey depicts that 39% of the respondents are Neutral. According to the survey that 41% of the respondents are Agree. 25% of the respondents are Strongly Agree. and 2% of the respondents are Strongly Disagree.64 The survey depicts that that 47% of the respondents are Agree. 7% of the respondents are Strongly Agree. .it was found that. 19% of the respondents are Neutral. 20% of the respondents are Strongly Agree. and 0% of the respondents are Strongly Disagree. 13% of the respondents are Disagree. and 0% of the respondents are Strongly Disagree.hat 43% of the respondents are Agree. 40% of the respondents are Agree. and 1% of the respondents are Strongly Disagree. and 1% of the respondents are Strongly Disagree.it was found that. The researcher found that 49% of the respondents are Neutral. 11% of the respondents are Strongly Agree. and 2% of the respondents are Strongly Disagree. From this survey. 6% of the respondents are Disagree. 29% of the respondents are Neutral. 5% of the respondents are Disagree. 21% of the respondents are Neutral. 27% of the respondents are Neutral. 24% of the respondents are Strongly Agree. 9% of the respondents are Strongly Agree. From this survey. 23% of the respondents are Strongly Agree. 14% of the respondents are Disagree. 26% of the respondents are Agree. 7% of the respondents are Disagree. and 0% of the respondents are Strongly Disagree. 17% of the respondents are Strongly Agree.
. Null hypothesis is accepted. So. There is no significant relationship between the education qualification and easy to follow rule and regulation of company. There is no significant relationship between the job posting and qualification match with your work. ANOVA The above table shows that the calculated value which is greater than the table value at 5% of the level of significance with the degree of freedom being V1 = 4 V2 = 5 this analysis is accept the null hypothesis. there is variance between the age and organisation vision creates motivation to employees.65 CHI-SQUARE Null hypothesis is accepted. there is variance between the marital status and work environment The above table shows that the calculated value which is greater than the table value at 5% of the level of significance with the degree of freedom being V1 = 4 V2 = 15 this analysis is accept the null hypothesis. So.
Counseling can be given periodically to all employees in order to maintain a low stress level. These forms of physical exercise increase heart capacity provide a mental diversion from work pressure etc. walking.2 RECOMMENDATIONS • • • • • • • • • • • Physical exercise such as aerobics. Organization can improve sociability among employees through some celebrations and games. Company should improve the work environment so that it pleases the employees to work. . Individuals can increase their relaxation time through time management techniques. Overtime can be avoided through proper time management techniques.66 4. Redesigning of job can reduce workload and role conflicts. so they can do breathing exercise and yoga to reduce their stress. swimming and bicycle can be done to reduce excessive stress. Company can establish corporate wellness program. Individuals whose personality may cause stress. Expanding their social network in the company will reduce the stress to the maximum possible extent. jogging.
Suggestions to both at individual and organizational level have been given to maintain the low stress level.3 CONCLUSION The study was conducted in indian stitches pvt. Stress led to fatigue.ltd. Stress at the workplace was linked to absenteeism. The study found out that the stress level of the employees and also the major factors that contribute stress. . Experts believed that the dysfunctional aspects of stress could directly impact an organization’s performance and also affect the well-being of its employees. poor communication. The organization can take necessary steps to reduce those moderate stress levels. higher attrition.. and quality problems/errors. sipcot. and decreased productivity. irritability. From the findings it is revealed that staffs indian stitches are facing moderate level of stress and some facing low level of stress. Hence it is advisable to the company to conduct stress audit periodically to find out the causes of stress and its effects at the work place.67 4.
Experience (a) Below 1 year (c) 2 to 3 years 8.. Name 2. Marital status (a) Married 5. . (b) worker (d) quality control. Age (a) Bellow 20 years (c) 31 to 40 years 3. (b) Under graduate (d) diploma (b) Unmarried (b) Female (b) 21 to 30 years (d) above 40 years. Job postings (a) Manager (c) Supervisory 7. Educational qualification (a) Schooling (c) Post graduated 6. PERSONAL DATA 1.68 APPENDIX QUESTIONNAIRE A STUDY ON STRESS MANAGEMENT WITH SPECIAL REFERENCE TO INDIAN STITCHES PVT LTD. Gender (a) Male 4. Annual income (a) Below 5000 (c) 9001 to 15000 (b) 5001 to 9000 (d) Above 15000 (b) Below 1 to 2 years (d) Above 3 years. SIPCOT AT PERUNDURAI.
(B) Agree. (C) Neutral (D) Disagree. . (E) Strongly disagree.69 (A) Strongly agree.
12) The work environment pleases me to do my job 13) I have concentration at work. 23) I Would be cool when my boss scolds me for a small mistake 24) I Would feel better when I am given a responsibility 25) I will be polite at my work place 26) Does your qualification match with your work (a) Yes 27) Give your suggestion (b) No . 16) I feel my job as easy 17) I feel that few more persons should be added to do my job.70 S. 18) I am clear regarding my job nature and expectation of my superior. 19) I get support from my co-workers at emergency. 10) I like waiting for my co-worker for an hour.NO Questions A B C D E 9) I find it enthusiastic to work. 14) I feel proud in contributing more time to the company. 22) I sleep peacefully. 11) I get time to exercise daily. 21) I can share my views to my superiors regarding work. 20) I find it easy to follow the rules and regulation of the company. 15) I would like to learn new things from my job.
hr-guide.com .google.hrm. 2nd Edition Himalaya Publishing House WEBSITES: www.71 BIBLIOGRAPHY TEXT BOOKS: • Human Resource Management and Personnel Management By Ashwathappa.wikipedia.com www.com www.com www. 3RD Edition TATA McGraw-Hill • Human Resource Management and Industrial Relations By Subba Rao.
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