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A report submitted in the partial fulfillment of
Master of Business Administration
Karnataka state Open University
Mysore, Karnataka
Under the guidance of
Internal Guide

External guide

Dr.Bhargav Ramachandra

Mrs. Triveni

Faculty,Dept. of management


Studies,TTL college,mysore


Submitted to



Manasagangotri, Mysore-570006,

Department of Commerce and Management


I hereby declare that this Project Report titled

submitted by me to the Department of Business Management, for
Karnataka state open university,mysore , is a bonofied work
undertaken by me and it is not submitted to any other University or
Institution for the award of any degree diploma / certificate or
published any time before.

Name and Address of the Student

Signature of the Student




Manasagangotri, Mysore-570006,

Department of Commerce and Management


This is to certify that Smt/Sri …………………..…………….. bearing

register number …………… has successfully completed the project

work on
under the guidance of Prof/Dr/Sri/Smt ……………………………………
…………………………………………………………………(internal) and
Prof/Dr/Sri/Smt ……………………………………………….… (external).
The project report is submitted to the Karnataka State Open University in
partial fulfillment of the requirements for the award of Master‘s of
Business Administration (MBA) during 2012.

Prof. Jagadeesha
Departments of studies &
Research in Management


GUIDE SIGNATURE 4 .. Department of Commerce and Management Date:…………. Mysore-570006.KARNATAKA STATE OPEN UNIVERSITY Manasagangotri. bearing the register number …………… has successfully completed the project work on …………………………………………………………………………………… ………………………………………………………………………… under my guidance and supervision. GUIDE CERTIFICATE This is to certify that Smt/Sri …………………. The project report is submitted to the Karnataka State Open University in partial fulfillment of the requirements for the award of Master‘s of Business Administration (MBA) during 2012.……………..

co-operation and support in the completion of project work successfully.HGS.TTL college of business Management In getting my professional career.triveni Of personnel and Administration Department. I am extremely grateful to them for their valuable suggestions and giving advice. family members and friends for their encouragement and support in the completion of project work successfully. for giving us an opportunity to carry out the project work. (HGS. Vinay.k 5 . .Mysore and Mrs. which I received from the faculty of my department. I never forget the help and scholarly values.ACKNOWLEDGEMENT Firstly. I would like to express my sincere my gratitude to Mr. for his valuable guidance and co- operation in the completion of my work. I am thankful to my parents. i here by thank my guide in this scenario Dr. managing director. It‘s our primary duty to express my humble thanks and deep gratitude to the staff and our project guide Mr/Mrs of P&A.mysore).bhargav ramachandra.

6 .

GENERAL INTRODUCTION OF THE STUDY  Statement of the problem  Need for the study  Objective of the study  Scope of the study CHAPTER – 3 IV. CONTENTS PG. DESCRIPTION OF THE RESEARCH DESIGN  The research design  Sources of data  Data collection instruments  Sample size  Methodological assumptions  Limitations of the study 7 . I. EXECUTIVE SUMMARY CHAPTER – 1 II. NO. NO. PROFILE OF THE ORGANIZATION CHAPTER – 2 III.TABLE OF CONTENTS SL.

THEORITICAL BACKGROUND OF THE STUDY  Introduction and Definition  Symptoms of Stress  Sources of Stress  Consequences of Stress  Stress Management Strategies  Stress Management in Organizations CHAPTER – 5 II. CONCLUSION V. DATA ANALYSIS AND INTERPRETATION  Part – A Analysis  Part – B Analysis with Graphs CHAPTER – 6 III. ANNEXURE  Questionnaire  Bibliography 8 . FINDINGS AND SUGGESTIONS IV.CHAPTER – 4 I.

In view of the above. of not being good enough or even of being neurotic. we are on our way to a less stressful. working out why and doing something about it isn‘t easy for anyone. Stress is one such health problem that affects each one of us in every day of our lives. growth and the present status of the organization. happier one too. There are ways we can help ourselves and accept help from others. if we notice it and acknowledge it. more balanced life and a healthier. If we face upto too much stress. we can‘t find a way to make life stressful for ourselves.MYSORE which is an INFORMATION TECHNOLOGY COMPANY. However. It includes: CHAPTER 1: PROFILE OF THE ORGANIZATION This chapter deals with the history of the organization. the company‘s mission. vision. our relationship suffers and we get less enjoyment and pleasure out of life. Yet recognizing we are stressed. If we avoid facing upto the excess stress in our life. and that is what this field study is about. values and the turnover.EXECUTIVE SUMMARY Our society. To many ―stress‖ is seen as something of a disliked word. needs visions of the future so attractive. the consequences will come back to haunt us. facing momentous challenges towards the beginning of the twenty first century. inspiring. 9 . a sign of not being able to cope. and compelling that people will shift from their current mind-set of focusing on immediate crisis to one of eagerly anticipating the future – a future where the health and well-being of the earth and its inhabitants is secure. It‘s much harder to confess to ourselves and to others that we feel stressed. This chapter mentions the functional departments of the organization and their structure. field study is undertaken to find out the level of stress amongst the employees and executives at HINDUJA GLOBAL SOLUTIONS. Our health suffers. if we don‘t realize that we‘re over stressed. We need to focus on ourselves.

This chapter deals with a general introduction to the information technology industry,
statement of problem, need for the study, and objectives of the study and the scope of the

This chapter deals with methodology adopted in studying the employee stress level in the
organization. It includes description of research design, sources and instruments used for the
data collection, methodology and limitations.

This is the main chapter, which gives the background for the study. This includes the
meaning of stress, the symptoms of stress, sources of stress, strategies to combat stress and
the ways to survive stress.

This chapter mainly analyses and interprets the data collected based on the survey conducted
through tabulations and graphs. This analysis is carried out targeting the objectives of the

This chapter deals with the summary of the findings of the organization based on the
responses given by the respondents in survey conducted. In this chapter conclusion and
suggestion are drawn based on the observation, analysis and the suggestions given by the






Hinduja Group • Established in 1914 IndusInd Bank • Presence in 42 countries in 5 continents Hinduja Hospital Gulf Oil • Multi-billion dollar annual turnover • Over 42.000 Employees world-wide IndusInd Media Ashok Leyland • Businesses in: • Manufacturing • IT/BPO • Media & Telecom • Banking & Finance • Energy & Trading • Health Care Interactive In 2Cable AMAS Bank HTMT 13 .

entered the international arena with an office in Iran (the first outside India) in 1919. Merchant Banking and Trade were the twin pillars of the business and the Group remained headquartered in Iran. with significant social and charitable contributions. until 1979 when it moved to Europe. Chairman. and capitalizing on new economy opportunities. and quickly learnt the ropes of business. and seizing them wherever they surfaced. Prakash and Ashok. Transport. He traveled to Mumbai in 1914. which began in Sind. The Group has expanded and diversified its businesses. under the present leadership of the Hinduja Brothers. a young entrepreneur from the fabled town of Shikarpur. Gopichand. Media and Telecom 14 . who realized early in life that business was all about spotting opportunities. The business journey. Srichand. the Hinduja Group has become one of the largest diversified groups in the world spanning all the continents. the Hinduja Group has now strategically positioned itself to contribute to old economy sectors such as Banking & Finance. As a result.000 people and has offices in many key cities of the world and all the major cities in India. The Hinduja Family has always adapted to free-market reforms moving quickly in new markets that have opened.The expansive Hinduja Group was founded by Parmanand Deepchand Hinduja.Today. Energy (Oil & Power) as well as the new economy of Technology. ably supported by his brothers. The Group employs over 30.

the Hindujas have all along striven to inculcate the family concept in their business enterprises.Hinduja Business Philosophy "My Dharma (duty) is to work. Hinduja Group. Founder. Building amity and co-operation between their host country and their mother country. India. throughout its history. Firm believers in traditional family values. respect. There is a high premium on healthy internal competition. sound modern management practices are given primacy within individual companies of the Group and also at the corporate level. has been an article of faith 15 . At the same time. cohesion and co-operation are emphasized as key organizational guidelines. The Group has. demonstrated a strong commitment to creating better understanding between the peoples and the governments of the world. Every member of the Group is encouraged to practice the Vedic principles of work: 'Service with devotion' and ' Willingness to see fulfillment of one's self-interest in the active promotion of the interest of the collective'. so that I can give. and appreciation of good performance. Professionals are allocated independent charge of diversified activities." Parmanand Deepchand Hinduja (1901-1971). Mutual trust. incentives to executives and employees for outperforming one another.

Hinduja. distilled from the lifetime experience of the Founder of Hinduja Group.THE VALUES: The five principles as under. leading to a synergistic and creative partnership of professional management and entrepreneurship among the Group Companies: Work to Give Word is Bond Act Local. Think Global Partnership for Growth Advance Fearlessly Our Values Sustained Customer Focus Growth Sustained Growth Total Quality Pride in Execution Global Mindset Values People Empowerment Pride in Execution Integrity People Empowerment Global Mindset Customer Focus Global centers of Hinduja Business 16 . late Shri Parmanand D. serve as the cultural cornerstones of the business of the Group.

HGSL- overview
Global provider of BPO services
• Over 14,000 people, 8000 seats
• Market Cap - $500 Million
• 70 clients; Over 400 processes
• Revenues - $165 Million
• 21 Delivery centers in 5 countries
Competencies & Capabilities

Vertical Expertise
 Healthcare
 Telecom
 Consumer
 Pharmaceuticals
 Utilities
 Logistics &
 Media and
 Technology

Process Competencies

Customer care
Technical Help Desk
Service Provisioning
Product support
Cross-sell & up-sell
Directory Enquiry Services

 Telemarketing

 Lead generation
 Database building / cleaning
 Soft collections
Transaction Processing
 Claims adjudication
 Plan Building, Claims Audit, Helpdesk,
Overpayment research
 Order fulfillment
 Account maintenance
 Application processing



2003 - 2004
Market Entry

Listed on BSE & NSE
First international
insurance customer


• ISO 9001:2000

• Expansion into new
service lines and
new customers

Industry Leadership

• Foray into Philippines
• Certified “Most
Preferred Employer”

• Organization wide
launch Six Sigma

2004 –2006

2006 – till date

Global Presence

• HIPAA certification

Business Expansion

• Expand delivery
presence in US &

• BS7799 accreditation

• Acquisition

of Affina
a US based CRM

• Venture into LPO

• Strategic foray into
national markets

First contact
center customer

BPO Foray


Control & Direction

Scale & Globalize

Progress & Growth

Quality & Certifications:
HGSL is committed to achieving the highest quality standards across the
organization. The company‘s allegiance to steady, long-term improvement in
services is the cornerstone of its business strategy. Working consistently
together with clients to improve the overall efficiency and productivity of its
Operations, Administrative, and support organizations, HGSL aims to achieve
its goal of maintaining customer satisfaction and enhancing shareholder value.
The company is committed to quality implementation & management of
customer processes and has a dedicated team responsible for Operational
The Quality Program at HGSL is supported by Four Pillars, ISO 9000,
COPC, Six sigma Program and Customer Satisfaction Survey, which enables
the organization and its partners to achieve business goals by improving two
major enablers – People and Process.


HGSL always strives to understand the Customer‘s need. The Voice of
the Customer is regularly captured through surveys conducted once in 6 months.
An analysis of surveys gives HGSL the areas of focus while the CSAT study
provides the required understanding and proximity to the customer. This
approach ensures that HGSL is a truly customer focused organization.

Quality Certifications:

Work culture and environment at HGSL:
HGSL have an open and inclusive culture that encourages contribution
and enables everyone to fulfill their true potential. We are a BPO with high
standards of corporate governance, recognized by our inclusion in the
prestigious TOP 10 BPO Companies with the highest standards of social
HGSL has a very open work culture. The comfortable and relaxed work
atmosphere helps increase productivity and efficiency.


Learning and Development: It is an important function to meet the business demand of highly talented performers. Trust: Clients trust with their most business-critical projects because HTMT assume personal responsibility for achieving client goals and for ensuring positive relationships with clients. using the highest quality processes and domain expertise to deliver client projects with speed and agility. At HGSL the commitment and belief is ―client‘s success is our success‖ Superior Execution: They strive for superior execution – in everything that they do. partners and with each other. Team Building: Group lunches and outstation team building exercises that augment interpersonal relations and mutual understanding are also part of HTMT work culture.The building blocks of the work culture are: Commitment: Are committed to doing whatever it takes to make clients successful. They listen to the clients‘ needs. 20 . and respond with passion.

21 .A thorough and systematic approach to training helps us constantly exceed customer expectation and deliver best results making a great place to work. technical and process training. HGSL enables its partners to achieve their business goals by improving two major enablers – People and Process. Process Improvement HGSL understands the need for to achieve. behavioral. Hinduja Global has been recognized and awarded with various laurels over the years. Knowledge management helps meet individual and organizations goal aligned giving the best performance. in association with NEO IT. It is with this purpose in mind that HGSL has designed the Business Process Improvement (BPI) program. HGSL was ranked as the ‗Best performing Call Center worldwide‘ by Global Services. helping the employees up skill and reinforce the organization culture in creating a highly competitive and motivated workplace. maintain and constantly exceed the expectations of Customers. The training caters to functional. All the trainers in the organization are certified and re certified every 6 months in order to ensure the best training practices are followed in knowledge transfer. behavioral and functional training across hierarchy is imparted. Being a learning organization. learn and grow. Just HGSL recently.

The BPI Program is supported by Six Pillars  ISO – 9000  COPC  Six sigma Program  Customer Satisfaction survey  People Improvement Plan  Customized Automation Application Customer Satisfaction survey HGSL always strives to understand Customers‘ needs. interpersonal skill. Employee Well Being We organize discussion forums and training programs on stress management. Training modules are tailor-made to suit a particular business need. Yoga trainings. This approach helps HGSL to constantly better itself and surpass its own benchmarks. People Improvement Process All employees are provided the Basic Quality awareness and Information Security training as part of the Induction. 22 . health check-up camps and workshops on healthy lifestyle are regular events at HGSL. The participating audience is also chosen based on specific criterions resulting in a high degree of impact. Employees are trained in Six-Sigma tools after 6 months of their work experience which enriches their job and yields significant returns. The Voice of Customer is regularly captured through surveys conducted every 6 months. soft skills and employee well being. Analysis of these surveys gives HGSL the key areas of focus.

. They have a well designed LTA scheme to support family outings / tours which provides financial assistance and leaves. it has also started experimenting with lectures on healthy lifestyle. Apart from encouraging the employees to make full use of the gymnasium. Length & frequency of breaks should be specified along with counseling to strike a balance between physical & mental rhythm to synchronize the body clock. implications of eating junk etc Apart from a need for an explicit & relevant regulation & guidance specific to the industry.Work Life Balance: HGSL encourages its employees to plan their holidays apart from not working on Saturdays & Sundays. health risk assessment and its control is a must. yoga classes are also organized. "We do not believe in forcing our employees to work. the right posture to sit while working on a PC. The company provides laptops to senior level management. changing weather & requisites to take care of health." The organization needs to be sensitive towards the health concerns of the employees & keep emphasizing on small but significant issues like placement of footrest. eye level to monitors. 23 . managing time & night shifts in association with NGOs & other bodies. Varadarajan. Adds. 'Health corner' at the company canteen provides food in consultation with nutritionists.

HGSL believes that it is extremely crucial not only to outperform competition but also outperform self performance every time in order to achieve the best results and set global benchmarks. Employees are encouraged to cross functional up killing which helps create new career opportunities.People Management Practices The business is undergoing a rapid change every day. It is an organization endeavor to not only up skill the workforce but also ensure the best Learning & Development opportunities to the employees. About Mysore center The Mysore center of Hinduja global solution Limited (HGSL) previously known as HTMT is at 1st main saraswathipuram was set up at 2006 Manpower and shift system The company‘s manpower is about 1032 and still recruitment is going on. Men workers employed: 742 Women workers employed: 290 24 . Investment in human capital through various key initiatives like Leader Plus!. As a part of talent retention initiative a lot of workshops and training programs are based on the need to help the employees groom and hone the skills for the next level. Training is a focus to meet the challenging talent retention and skills up gradation in the organization. Leadership Par Excellence and Associate Development Program help us to manage and grow our talent pool at all the levels in the organization.

15 Process at HGSL 1. Inbound process where in customers receives the call and provides directory enquiry service regarding prepaid and postpaid. Outbound process where in employees calls customers and do telemarketing. Query resolution Team wherein they try to resolve the problem and pass on the resolution to the customer once the problem is solved. Transaction processing wherein orders fulfillment and account maintenance is taken care of 25 . 2.Company shift Timings Sl No Shift 1 2 3 4 5 6 Timings First Shift Second shift Third Shift Fourth Shift Fifth shift Break shift 7-4 8-5 1-10 2-11 3-12 9 to 15 & 6 to 10. 3.

With the companies focusing to invest in intelligent networks that deliver high availability and scalability. The IT scenario is changing fast. all indications hitherto lead to believe that three sectors will emerge as the big spenders in IT. corporate bodies and educational institutes. From convergence. online education. with its growing increased awareness in IT. to wireless technology. It is being pushed as a lifestyles statement to end-users. ebanking. Internet. Possessing the computer skills is more or less becoming mandatory for getting a decent job. which was considered the most revolutionary idea in 2003. insurance. Indian business managers and executives are always focusing on how IT can give them the competitive advantage by enhancing productivity and delivering greater products. Sectors like banking. The corporate segment has been an all-time big player in the Indian market place and has influenced IT trade as no other segments has ever done.MYSORE has finally come of age in the last one year. IT is becoming the main expenditure area. Rapid changes symbolizing the IT trade make awareness an essential ingredient. security and storage. with almost all sectors of economy catching up on the IT wave and throwing up opportunities galore for the entire world. With the country‘s economy moving to a decent phase and the IT industry seemingly regaining its lost ground. The global technology market is on the roll. The corporate bodies are investing much more on technology infrastructure. Knowledge of IT is happening and is a necessity. They are the government sector. IT is the new media in the modern age.GENERAL INTRODUCTION TO THE INFORMATION TECHNOLOGY INDUSTRY The HGS. Both central and state governments are investing more on IT infrastructure for e-governance. Companies have viewed spending in IT on par with capital expenditure. networking. education. wirelesses and laptops are the products of the latest technology in the IT sector.all seems to be taking effect in the coming year. Its acceptance has been accelerating significantly. pharmaceuticals and manufacturing are making investments in IT. and new trends and exciting prospects are taking shape. Almost every major enterprise is aware of 26 .

Wireless has become a core part of every enterprise network and can no longer be regarded as an elective technology. it‘s another thing altogether to say that feelings have no place at work. The only natural conclusion is that managers cannot ignore the stress issue and must actively seek to do something about it. with computers gradually crossing the lines towards lifestyle products. laptops and a host of other utility products. people are permitted only to feel emotions at work those that are easily controllable. Since the time immemorial. acceptance of technology is inevitable. The new management paradigm says that managing people is managing feelings.MYSORE the information technology company is one of its kind companies with a vision to pioneer in the business of einformation. personal computers. there is an all-round development empowered by IT.the technology and has at least some limited deployments. Therefore.MYSORE we will focus on how the employees manage and survive stress. Technology has now reached the common man through mobile phones. in today‘s ever-changing scenario HGS. With full-fledged convergence being put into practice. Also. Therefore. A steady growth and an increase in the pace of IT implementation can be predicted in the corporate sector. stress management has become an important concern of HR development department of most organizations. There will be investments and innovations. STATEMENT OF PROBLEM The old management paradigm said. These emotions can be categorized as ‗positive‘. At HINDUJA GLOBAL SOLUTIONS. It‘s one thing to say that behavior is more accessible to supervisors than feelings are. And that‘s big mistake. there are new computing devices that communicate and communication devices that compute. With over 100 employees the company projects its competitive position. in the interest of an organization. Intense competition is blowing life into the trade and the struggle will continue for sometime. it‘s how they deal with them. 27 . Hence. The issue isn‘t whether or not people have ‗negative‘ emotions. supervisors and subordinates have been told to check their feelings at the door.

MYSORE. the costs associated with stress are significant to every employer. First. They include lost time and lower productivity. The new media has thrown up new challenges. It has brought along with it long working hours. it is a major cause of employee absenteeism and turnover. Its attractiveness has grown even more in the recent times due to steady performance and growth. Its impact has been both positive and negative. Certainly. less time with family members.NEED FOR THE STUDY The information technology sector in India is one of the most favored sectors by investors. Stress is one such challenge to deal with. limited holidays. MYSORE. people get sick from stress at work. Two facts about stress cannot be ignored. be it either personal or work related. meeting targets with limited time etc. OBJECTIVES OF THE STUDY The main objective of the study is to determine the stress level of the organization. 28 . Second. The study also includes the following objectives:  To determine the stress experienced by the employees in the organization  To determine the areas of stress  Assessing the working conditions  To gain experience in the field study SCOPE OF STUDY Scope of the study is limited to the information technology industry and in particular to HINDUJA GLOBAL SOLUTIONS. such factors severely limit the potential success of an organization. in order to ascertain the employee‘s stress level and their working conditions. In the prevailing conditions the researcher attempt to do a brief analysis on stress management at HINDUJA GLOBAL SOLUTIONS.


is needed because it facilitates the smooth sailing of the various research operations. MYSORE. SOURCES OF DATA The research plan calls for gathering primary or secondary data or both. by conducting personal interviews with the employees. 30 . measurement and analysis of data.  For the research the researcher has taken into consideration the present employee stress level. the researcher has collected both primary and secondary data. yielding maximum information with minimal expenditure of effort. this research work.  To analyze the stress levels of the employees and their management at the organization. the books on the subject and the internet. The preparation of research design for a study aids in establishing direction and indicating what requires to be done. It consists of original information gathered for the specific study. For.DESCRIPTION OF THE RESEARCH DESIGN Research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. Research design. the method to employ and at what stage it has to be done. time and money. Primary data: Primary data is the first hard information collected by the researcher from the employees and the web sites of the HINDUJA GLOBAL SOLUTIONS. thereby making research as efficient as possible. THE RESEARCH DESIGN  The researcher has gathered information by the feedback received from the questionnaire. Research design constitutes the blue print for collection.

The published data referred to by the researcher are:  Internet  Books on stress management  Articles in newspapers/ magazines DATA COLLECTION INSTRUMENT For the purpose of collecting primary data.The study conducted results in recommendation based on collection. the researcher has at the first stage contacted the respondents and explained the objective of field study. The techniques and methods followed are:  The research design adopted would help the researcher in planning the study.  The respondents are aware of their stress causes. Secondary data: Secondary data consists of information that already exists in the form of published report having been collected for another purpose. METHODOLOGICAL ASSUMPTIONS The researcher has assumed that the methods and techniques selected for the study are appropriate to analyze and interpret the data.  The structural questionnaire methods used for the collection of primary data along with personal random interview has been considered most suitable and convenient. analysis and interpretation of primary data. Then the questionnaire was distributed and later they were interviewed. SAMPLE SIZE Sampling size has been planned to 30 respondents on the whole for the company by using random sampling method. 31 . The data may be published or unpublished.

it was difficult to collect accurate data.  However.LIMITATIONS OF THE STUDY  Scope of the study is confined to thirty respondents. 32 . it cannot be generalized to other similar companies.  Due to time constraint. the researcher wishes to state that maximum efforts have been made to portray the study as accurately as possible.  Since the employees are always busy in work. the research assumptions done are obtained through questionnaire keeping in view that the respondents have given the correct information.  Since study was restricted to one particular company.


Why the recent concern with stress as an organizational behavior topic? First. To the business executive. MEANING AND DEFINITION Stress has a variety of meanings to people in the workplace. there is an implicit obligation of management to improve the quality of organizational life for employees. To the production manager in a chemical plant. The topic of stress and its relationship to worker behavior has recently become a topic of interest to organizational researchers. 34 . research on stress was essentially confined to its effect on health and was conducted by individual in the medical profession. Of course. and so on. so the topic is a relevant independent variable. Second. a reduction in stress can increase both the general health and the longevity of an organization‘s work force. Until mid 1970‘s.THEORITICAL BACKGROUND OF THE STUDY INTRODUCTION ―I just can‘t cope anymore. this too can have performance implication‘s work force. this too can have performance implications. Of course. stress appears to be linked to employee performance and satisfaction. Relaxation is the first casualty of present day life and the stress coping abilities which nature had provided to human beings are proving out to be woefully inadequate to cope with the stress of modern living. Stress is the wear and tear on our mind and body when the pressure from our environment is in excess of our ability to cope. The point is that the topic of stress has individual and group level relevance as well as organization system implications.‖ Do these words explode inside your head as you struggle to cope with the dual demands of your work and your family? Do you feel as if you have no control left over your life? Does an overwhelming feeling of anxiety envelope you every working hour? If your answer is yes to all these questions then you may be a casualty of that modern or new age disease called ―STRESS‖. Because stress has been directly linked to coronary heart disease. it may be the tension of missing the shipping date of a large order for a major customer. it may be the frustration associated with the inability to acquire sufficient short-term loans from banks to cover the operating needs.

The dictionary meaning of ―stress‖ is a mentally or emotionally disruptive or upsetting condition occurring in response to adverse external influences and capable of affecting physical health. Stress stimuli can originate from the environment. muscular tension. Response element and 3. Stress associated with organizational activities is called job stress. DEFINITIONS In the world of Szilagyi and Wallace. The stimulus element or component – this includes the initiating forces that results in a feeling of stress. 35 . a rise in blood pressure. 2. or the individual‖. a constriction or the limiting factor of power. 2. the organization and the individual. ―stress is an internal experience that creates a psychological or physiological imbalance within an individual and results from the factors in the external environment. the organization.Stress originates from the French word ―Retrecir‖. This definition identifies three main elements of stress in organization: 1. the anxiety which the feeling of being unprepared to respond appropriately in some situation. meaning narrowness. The response component – it involves physiological. An interaction element. Stimulus element. usually characterized by an increased heart rate. psychological or behavioral reactions to stress. Two responses to stress are most frequently identified. Elements of stress Components of stress Stimulus Environment Organization Individual Interaction of Stimulus and Response Response Frustration Anxiety 1. frustration which is caused by any obstruction between a behavior and its goal and second. irritability and depression in a person. One.

Anger. It is very essential to recognize early signs of stress. We know we are stressed when:  Digestion changes – nausea. there are two types of stress.3. organizational and personal feelings and responses.  Difficulty in making decisions. and in extreme cases vomiting. The interactive component – the interactive component of stress is the interaction of stimulus and response stress factors. loss of control. for the air traffic controller. SYMPTOMS OF STRESS Most of the symptoms of stress are hidden. So.  Bursts of temper or range. For example. although we may not be aware of it.  Palpitations – feeling very rapid heartbeats. home.  Depression or feeling tearful. the most well known authority on this subject. low.  Drinking too much alcohol or taking illegal drugs to escape from feelings and to unwind. stress is a complex interaction of environmental. if our circumstances at work or at home are constantly stressful or unhappy our body will be continually producing unneeded adrenalin.  Being constantly tired. office. stomachaches. The effects of eustress are beneficial in that they help us to overcome obstacle.  Undergoing frequent mood swings.  Feelings of emptiness. having poor concentration and memory. Eustress is the positive type that has its foundations in meeting the challenges of a task or job. guilty or worthless. deadlines.  Smoking to calm oneself. Distress is negative in that it allows us to be overpowered. According to Hans Selye. headaches.  Restlessness. feelings of inadequacy and insecurity are all manifestations of distress.  Feeling anxious most of the time about work. 36 .

Three sets of factors – environmental. ENVIRONMENTAL FACTORS Just as environmental uncertainty influences the design of an organization‘s structure. How we respond to the irritations of every day life – such as anger. Our own reactions or over reactions are the sole factors that cause stress.  Feeling critical and uninterested in people  Finding it difficult to show our emotions from anger to joy. Whether they become actual stress depends on individual difference such as job experience and personality. for many of us. SOURCES OF STRESS The sources of stress are highly personal and may vary from person to person. organizational and individual act as potential sources of stress. making it clear that well being will suffer if care isn‘t taken. Szilagyi and Wallace have stated that stressful situations can have a number of sources. They are described as below. trembling and a sense of impending death. traffic jams and deadlines are often indicative of our psychological and physical stress. These are some of the immediate stress symptoms. Panic attacks – waves of fear with sweating. However. the ability to stay calm and healthy depends on ―small things‖. rejection. it also influences stress levels among employees in that organization. interruptions. 37 .

Computers. Downward swings in the economy are often accompanied by permanent reductions in force. temporary layoffs. Technological uncertainties are a type of environmental factor that can cause stress. Minor recessions. increase stress levels.A model of stress Potential sources Environmental Factors Economic uncertainty Political uncertainty Technological uncertainty Organizational Factors Task demands Role demands Interpersonal Demands Organizational structure Organizational leadership Organizations life stage Consequences Individual Differences Perception Job experience Social support Belief in focus of control Hostility Experienced stress Individual Factors Family problems Economic Problems Physiological Symptoms Headaches High Blood Pressure Heart disease Psychological Symptoms Sleep disturbance Depression Decreased in job satisfaction Behavioral Symptoms Productivity Absenteeism Turn over Changes in the business cycle create economic uncertainties. reduced pay. shorter workweeks. too. New innovations can make an employee‘s skills and experience obsolete in a very short period of time. people become increasingly anxious about their security. robotics. Political uncertainties occur when there is no stability in the ruling government and the policies keep changing over night. 38 . automation and other forms of technological innovations are a threat to many people and cause them stress. When the economy is contracting. and the like.

and unpleasant co-workers are few examples. So too. and routinely fire employees who don‘t ―measure up‖. They include the design of the individual‘s job (autonomy. degree of automation). or other working conditions are dangerous or undesirable can increase anxiety. Excessive rules and lack of participation in decision that affect an employee are examples of structural variables that might be potential sources of stress. Task demands are factors related to a person‘s job. task variety. Some chief executive officers create a culture characterized by tension.ORGANIZATIONAL FACTORS There are no shortages of factors within the organization that can cause stress: pressure to avoid errors or complete tasks in a limited period. noise. Autonomy. working conditions and the physical work layout. tends to lessen stress. on the other hand. where temperatures. especially among employees with a high social need. Assembly line can put pressure on people when their speed is perceived as excessive. Organization structure defines the level of differentiation in the organization. can working in an overcrowded room or in a visible location where interruptions are constant. fear and anxiety. Role demands relate to pressures placed on a person as a function of the particular role he or she plays in the organization. work overload. Role overload is experienced when the employees are expected to do more than time permits. and where decisions are made. Role conflicts create expectations that may be hard to reconcile or satisfy. the degree of rules and regulations. impose excessively tight controls. a demanding and insensitive boss. They establish unrealistic pressure to perform in the short run. Organizational leadership represents the managerial style of the organization‘s senior executives. Job. Lack of social support from colleagues and poor interpersonal relationships can cause considerable stress. The more interdependence between a person‘s tasks and the tasks of others. 39 . Role ambiguity is created when role expectations are not clearly understood and the employee is not sure what he or she is to do. the more potential stress there is. Interpersonal demands are pressures created by other employees.

and eventually decline. and a different set of uncertainties. A conflict has both functional and dysfunctional consequences. Cohesiveness is very important to employees. An organization‘s life stage-that is. layoffs. They‘re established. Dysfunctional consequences have stress potential. But if this type of social support is lacking for an individual. while the latter typically requires cutbacks. become mature. and (2) The harasser‘s interference with victim‘s capacity to do the job. Lack of group cohesiveness. they grow. 40 . The former is characterized by a great deal of excitement and uncertainly. The group can also be a potential source of stress. usually against women. If an employee is denied the opportunity for this cohesiveness because of the task design. GROUP STRESSORS A group has a lot of influence on an employee behavior. where it is in this four-stage cyclecreates different problems and pressures for employees. or because the other members of the group shut the person out. Sexual harassment is increasingly becoming a source of stress in many of today‘s workplaces. Stress tends to be least in maturity where uncertainties are at their lowest ebb. Sexual harassment. The establishments and decline stage are particularly stressful. particularly at the lower levels of organizations. it can be very stressful.Organizations go through a cycle. this can be very stress producing. Employees are greatly affected by the support of one or more members of a cohesive group. Sexual harassment may be understood as unwanted contact or communication of a sexual nature. Lack of social support. The stressful effects of sexual harassment stem primarily from two reasons: (1) The direct affront to the victim‘s personal dignity. By sharing their problems and joys with others. Group stressors can be categorized into four as explained below. performance and satisfaction. because the supervisor does things to prohibit or limit it. they may be much better. Inter-personal and intergroup conflict.

The types of physiological disorders that appear to be stress-related are many and varied. Primarily. They may be such minor dysfunctions as sweating. including anxiety. 3.INDIVIDUAL FACTORS The typical individual only works about forty hours a week. encompasses factors that comprise the employee‘s personal life. particularly poor performance and high turnover and absenteeism. dry mouth and hot and cool flashes. It is always seen that people hold family and personal relationships dear. this focuses on family and personal economic problems. and discipline troubles with children are examples of relationship problems that creates stress for employees and that aren‘t left at the door when they arrive at work. Organizational consequences: support is growing for the theory that stress is a prime contributor to many organizational problems. but stress is at the heart of many. boredom. Our final category. Career changes may also be stressful. other causes can also elicit these behaviors. a number of behavioral reactions can be exhibited. impulsive behavior. Marital difficulties. Medical research leads some scholars to suggest that greater than 50 percent of illness have stress-related origins. Behavioral consequences: when stress levels increase beyond normal. problems in the form of visible frustration. apathy. etc. Physiological consequences: a growing body of work suggests that a strong link exists between stress and physical problems or disorders. depression. then. 41 . Being suddenly thrust into a new job with new responsibilities can be very stressful. fatigue. The experiences and problems that people encounter in those other 128 non-work hours each week can spill over to the job. Economic problems created by individuals overextending their financial resources are another set of personal troubles that can create stress for employees and distract their attention from their work. aggression. the breaking off of a relationship. 2. CONSEQUENCES OF STRESS Consequences of stress can be classified into three categories: 1. anxiety and depression.

With appropriate help. Can burnout be reversed? The answer is ―yes‖. Obviously. people who employ proactive styles are less prone to get exhausted. only through active efforts designed to overcome burnout and to change the conditions from which it develops. if burnout victims‘ gain added support from friends and co-workers. inflexible rules and procedures and leadership styles. The coping styles used by people constitute individual factors causing burnout. In contrast. those who follow reactive styles are more prone to be exhausted emotionally and attitudinally. Among organizational factors for burnout include job conditions. other factors also contribute to burnout. at least some people can return to positive attitudes and renewed productivity. and if they cultivate hobbies and other outside interests. Reactive styles imply that one lets the event to happen and face their consequences. These causes may be organizations or individual related. In addition. If ongoing stress is reduced. Proactive styles involve taking charge over events in one‘s life. victims of burnout from their physical and psychological exhaustion. emotional and mental exhaustion. however. Such results can be attained. poor opportunities for promotion. 42 . Coping styles may be reactive or proactive.BURNOUT Burnout has been defined as a state of mind resulting from prolonged exposure to intense emotional stress and involving physical.

Compartmentalize by focusing on one job at a time. WHAT IS YOUR OPTIMUM STRESS LEVEL? Optimum stress levels vary from person to person. Defeatism. experts recommend maintaining a stress diary for a period of time. Or to rate productivity and happiness during the stressful time. Or to rate stress levels during the event from 1-10. Or as to how the stress was tackled? The optimum stress level is that at which we are provoked to maximum action and have best productivity. Your listless feelings may indicate you need more exercise. FOUR PHASES OF BURN OUT 1. Irritability and negative attitude 3. what was the cause of stress). Or to maintain a regular record each day of the stressful events. Be concerned with your clients. 5. and indecisive viewpoints. To find out the personal optimum stress level. Chronic fatigue and low energy 2. Listen to your body. (i. Isolation and tendency to eat alone and act antisocial 4. 6. 2. 4. Make changes in your job routine. Develop a detached concern.SYMPTOMS OF BURN OUT (BEYOND STRESS) 1.e. when and where did it occur. Schedule yourself to do less. Emotional exhaustion 2. List priorities. Maintaining this list for a couple of days will give us a fair idea of what causes 43 . Idealistic. inflexible. a better diet or more sleep. Even schedule fun times. Make goals that are achievable 3. feeling of having been unsuccessful with all job effort having been fruitless. HOW TO OVER COME BURNOUT 1.-what was the event. Cynicism and defensiveness 3.

Active jobs have heavy pressure to perform but allow leeway for problem solving. farmers. night watchmen. waiters and waitresses. This is the time when we need to learn techniques to manage stress. low-strain jobs. for example. dispatchers. nurse‘s aides. hold low-strain jobs. High-strain jobs have heavy pressure to perform and little leeway in decision-making.the maximum stress and what are the stress levels at which we can operate with maximum productivity. Assembly-line workers. CLOSE UP Rating occupations by stress Recent research divides occupations into four categories: Active jobs. In fact. and telephone operators are good examples of people who hold high-strain jobs. and keypunchers. the risk of illness for such people is two to four times what it is for others. repair people. among others. independent of all others risk factors. executives and other professionals. These jobs offer almost no latitude for innovation. O. 44 . Low-strain jobs put low demands on people and give them a high degree of decisionmaking latitude. engineers. Tenured professors. carpenters. Decrease in performance shows a higher level of stress than optimum stress levels. Passive jobs combine low demands on skills and mental processes with little leeway for learning or decision-making. and successful artists. passive jobs. The hours tend to be long. Examples include the jobs held by billing clerks. and high-strain jobs. janitors. There is strong evidence indicating that people in high-strain jobs have the highest rates for many diseases. Doctors. These jobs tend to have long hours. hold active jobs. but are partly at the worker‘s discretion. and allow little latitude for taking breaks or time off for personal needs.B. require following rigid procedures.

We have to restate every negative thought with a positive statement about our strengths. Learning is one of the best strategies to make for us and help to become resilient. We have to work for companies committed to training and development of its employees. we would become resilient which is more than bouncing back. The earlier we recognize the symptoms. Second. It is essential to understand the environment in which the stress appears. Making stress work for us and becoming resilient takes practice. 45 . learning to live with uncertainty and solving problems creatively. we can stop floundering and suffering more than we need to. Like babies learning to walk. So we should start making stress work for us. We have to set mini behavioral goals such as identifying three new companies to target. then visualize our goal and see our self-achieving it. The resilient are not perfectionists but are people who take action. they are often among the people we admire. In turn. the easier it is to take the foot off the accelerator. relax our mind and body. volunteering somewhere. Third. find healthy work environments – working for a company that attaches our values. When we choose to make stress work for us. and reserve time for renewal. Identify what is stressful and solve the problem creatively. it means taking risks. By recognizing this fact. follow an individualized plan of action. When we feel stressed. We need to continue our education. Also one can have alternative interest to soothe one‘s mind and body something. we will have set backs.STRESS MANAGEMENT STRATEGIES Making stress work for us by recognizing it and changing our reaction to it is the best way of dealing with stress. we have to stop what we are doing and breathe deeply. We can do this by: First. name it. etc we then have to take action on our identified mini goals. solve problems. which can enable us o recharge our tired batteries.

Seventh.Fourth. We should organize our life to include time for fun and spontaneity. Sixth. we should avoid comparisons. We must laugh. They can be a source of energy. there is another one who triumphs. stop worrying and be happier. “what can I learn from this?” when we accept our self. We have to do whatever we are doing slowly. We should not waste our precious present life on guilt about the past or concern for the future. we should always make stress work for us. We must make sure that we invest some of our time with them. and with more awareness and respect. the mastery of self-awareness. irrespective of our success or failures. and also give us resilience and comfort when the chips are down. For every person who surrenders to the crushing weight of stress. we should build our other capital. This is a trap of one‘s own making. but more intentionally. and the various situations for what they are. self-management and selfrenewal skills. We should welcome change and challenges as an opportunity to lean and grow.who sees stress as a worthy opponent and eagerly responds with a counter-force of creativity and energy. How do they do it? It requires a special ability. we should consciously practice doing one thing at a time. Therefore. we should prioritize our activities and do the most important ones first. At work one is recognized for results or achievements. It is very common to find executives building up internal stress by comparing themselves with others who are more successful than them. others. keeping our mind focused on the present. we become more effective in influencing them to change according to our wishes. Every career has its ups and downs. Fifth. when we find ourselves angry in situations. 46 . who love us for what we are. we should ask our self. But we also need other people. smile. If we have a hectic schedule. We should also learn to delegate responsibility. The best way out of this stress is “to look above for ambition but look below for contentment”.

We should always try and release our anger instead of blotting the same. binge on comfort foods. Don‘t sweat the small stuff. Drinking. and nor are they successful ways of relieving stress. flow. We are the ones who put the labels there. Many women. can help to hide the stress symptoms but does not get rid of the stress.C. too much nicotine and the long-term use of the tranquillizers or sleeping pills may at first seem to help but in the end they interfere with the body‘s natural ability to control stress. The bottled anger causes frustration leading to stress.E. When stressed lots of people turn to alcohol to help them through. It‘s all small stuff. It is not the stress itself that is painful and disabling but the pain itself that reduces the executive‘s ability to cope. for example. especially. is very pleasing but after this has worn off too much alcohol increases symptoms of depression and anxiety. If you can‘t flee. Here is one example of a useful acronym-emotional A. The feeling is often that stress will go on forever. We can also remove them. Another major cause of stress is anger. But none of these are healthy. we can definitely control our stress. 2. 3. THREE RULES FOR STRESS MANAGEMENT 1. A: Assess accurately C: Choose constructively E: Express effectively 47 . Some just light up a cigarette. Alcohol isn‘t the only culprit.In fact the following rules for stress management offer humorous but helpful. The initial numbing effect of alcohol. tongue-incheck advice. like taking tranquillizer. If we accept both our strengths and weaknesses. Still some others take illegal drugs. We have to get away from assumption that a situation is inherently stressful or no stressful. Too much caffeine.

he or she can accomplish twice as much as the person who is poorly organized. INDIVIDUAL STRATEGIES As an individual one has several techniques available to reduce his or her tension. and b) Organizational strategies. physical exercise. and  Handling the most demanding parts of a job when one is alert and productive Effective time management results in:  Reduction in blood pressure  Clarity in thinking  Steep decrease in the consumption of tranquilizers  Relaxed feeling in action 2. More prominent among them are time management. Physical exercise: exercise in any form helps people to cope with the stress. Some basic principles in time management are:  Preparing daily a list of activities to be attended to  Prioritizing activities by importance and urgency  Scheduling activities according to the priorities set. or engaging themselves in jogging. swimming or playing games. 1. situation control and unburdening oneself.COPING STRATEGIES FOR STRESS Coping strategies may be categorized into a) Individual strategies. 48 . skipped schedules and attendant tension. The result is feeling of work overload. The truth is if one can manage time effectively. Time management: most of us are poor in time management. yoga. relaxation. social support. It is for this reason that people of all ages are seen taking early morning walk.

yogasanas and shavasana. Control the situation: one must avoid unrealistic deadlines. These friends are there when needed and provide support to get the person through stressful situations. Yoga therapy has been found to be effectively in controlling asthma. 15 or 20 minutes a day of deep relaxation releases tension and provides a person with a pronounced sense of peacefulness. significant changes in heart rate. 6. Importantly. He or she must do his or her best and at the same time be aware of limits.3. Social support: it is truism that people need benefit from social support. Yoga practices are several but the following are said to be useful to cope with the stress:  Annamaya kosha kriyas: traditional voluntary internal cleansing techniques. 4. Yoga has been used in our countries. or biofeedback. 49 . empathetic coworkers and colleagues who are good listeners and confidence builders. Its usefulness has not been realized with greater enthusiasm in our country and abroad. Relaxation: one can have relaxation through meditation. and other physiological factors result from achieving the deep relaxation condition.  Vijnanamaya kosha: analysis and understanding the nature of one‘s problems. 5. Studies have revealed that yoga has cured several stress-related diseases. Applied as a strategy to reduce job stress. Datey et al. hypnosis. Whatever the method the objectives is that one must have deep relaxation where he or she feels physically relaxed and detached from body sensations. (1973) and Patel (1973) showed that the practice of shavasana effectively reduced the blood pressure.  Manomaya kosha: meditation and devotional session. It is impossible to please everyone.  Anandamaa kosha: practicing joy under all circumstances. this would entail forming close associations with trusted. blood pressure.  Praanamaa kosha – praanaama: five types of systematic regulated slow deep respiration with or without breath-holding. Yoga: yoga is probably the most effective remedy for stress.

This process of unburdening oneself makes the individual feel relaxed and free from stress. encouragement. When the manager is successful in creating a healthy work climate and environment. management might want to consider several strategies such as personnel selection and placement. and by practicing the basic concept and techniques of human resource management. Personal wellness: personal wellness is a term used to describe the pursuant of one‘s physical and mental potential through a personal health promotion program. Improved communication: increased communication with employees reduces uncertainty by lessening role ambiguity and role conflict. 2. managers should consider increasing employee participation in decision making. Open upto others: one must give vent to one‘s feelings. Participative decision making: role stress is detrimental to a large extent because employees feel uncertain about goals. how they will be evaluated and the like.7. ORGANIZATIONAL STRATEGIES We explained earlier that organizational factors like task and role demands and organizational structures often cause stress. everyone should benefit from the increased capacity of people to handle successfully the change and stress that inevitably accompanies their lives at work. redesigning of jobs. Job redesign: job redesign involves enriching jobs either by improving job content factors or by improving core job characteristics. 4. fears and frustrations in the presence of others who care for him or her. improved communication and establishment of corporate wellness programmes. Additionally. emotions. 50 . participative decision-making. Now these stressors can be controlled by management. A supervisor can impact personal wellness of his subordinates through positive example. expectations. By giving these employees a voice in those decisions that directly affect their job performances. 1. Enriched tasks will eliminate the stress found in more routine and structured jobs. 3.

such individuals may adapt better to high stress jobs and perform those jobs more effectively. tend to be more stress-prone. Selection and placement: certain jobs are more stressful than others. 51 . Obviously. while management should not restrict hiring to only experienced individuals with an internal locus. Individuals too differ in their response to stress situations.5. Selection and placement decision should take these facts into consideration. Individuals with little experience or an external locus of control.

from a performance viewpoint. If the level of stress increases beyond this point. Once the existence of stress is pinpointed. Campaigns are being launched world wide to raise employers awareness of the dangers of stress. IDENTIFYING UNHEALTHY STRESS IN ORGANIZATIONS After managers understand the impact of stress on performance. “Work doesn’t have to be stressful. UNDERSTANDING HOW STRESS INFLUENCE WORKER PERFORMANCE To deal with stress in an organization. performance will be deteriorate. increasing stress tends to increase performance up to some point (point A in the figure). However. the reminder of this section focuses on undesirably high levels of stress. having individuals experience some stress is generally considered advantageous because it tends to increase production. Dealing with stress is the challenge all employers must face. From office environments to conflict resolution and seminars on dealing with change. (This relationship is shown in the figure as below). there is a spate of preventive measures companies can use to promote employee welfare. having individuals feel too much or too little stress is generally considered disadvantageous because it tends to decrease production. Additionally. They must be able to identify where stress exists within the organization. In sum.” Since stress is felt virtually by all employees in all organizations. Since most stress related organizational problems involve too much stress. rather than too little. and (3) help employees handle stress. There is a way to reduce stress. 52 . managers must (1) understand how stress influences worker performance. extremely high and extremely low levels of stress tend to have negative effects on production. insights about managing stress in organizations are vital. managers must understand the relationship between the amounts of stress felt by a worker‘s performance. (2) identify where unhealthy stress exists in organizations.STRESS MANAGEMENT IN ORGANIZATIONS The incidence of work-related stress is now growing so fast that professional people are more likely to take time off work for stress-related illnesses than for back aches. Employers now need to tackle the issue of stress in the workplace with gusto. the managers must determine if the stress is at an appropriate level or if it is too high or too low. to prevent this new problem from becoming an epidemic. This section is built on the assumption that in order to appropriately manage stress in organizations. According to this figure.

Another part of the difficulty is that physiological reactions to stress are hard. there are several observable symptoms of undesirably high stress levels that managers can look for. if not possible. pounding heart. for managers to observe and monitor. Despite the difficulty. Part of the difficulty is that people often respond to high stress in different ways. 53 . the managers should attempt to help the employees reduce or handle their stress. If so.It can be difficult for managers to identify the people in the organization who are experiencing detrimentally high levels of stress. Such reactions include high blood pressure. These symptoms are as follows:  Constant fatigue  Low energy  Moodiness  Increased aggression  Excessive use of alcohol  Temper outbursts  Compulsive eating  High levels of anxiety  Chronic worrying Managers who observe one or more of these symptoms in employees should investigate further to determine if employees exhibiting the symptoms are indeed under too much stress. and gastrointestinal disorders.

Making the organizational environment less formal and more supportive of employee needs will help prevent the development of unwanted organizational stressors. boring jobs. Design and operate career-counseling programs: considerable stress can be generated when employees do not know what their next career step might be or when they take it. Organizational change is an obvious stressor. the development of unwanted organizational stressors in this area can be discouraged. Create an organizational climate that is supportive of individuals: Organizations of today commonly seem to evolve into large bureaucracies with formal. are: 1. management can adopt several strategies to help prevent the development of unwanted stressors in organizations. routine jobs that do not allow employees some degree of freedom often result in undesirable employee stress. impersonal climates. 3. In addition to working in a focused manner on organizational change and other organizational stressors after they are observed. Some of the strategies. This type of set-up can lead to considerable job stress. Management‘s focus on making jobs as interesting as possible should help prevent the development of unwanted stressors related to routine. which could be followed.HELPING EMPLOYEES HANDLE STRESS A stressor is an environmental demand that causes people to feel stress. Make jobs interesting: in general. inflexible. 2. 54 . Job rotation can also be taken up. Stressors are common in organizational situations in which individuals are confronted by circumstances in which their usual behaviors are inappropriate or insufficient and where negative consequences are associated with not properly dealing with the situation. If management can show employees what the next step will probably be and when it realistically can be achieved.

individuals perform better when they have specific and challenging goals and receive feedback on how well they are progressing towards these goals. Organizational communication: increasing formal communication with employees reduces uncertainty by lessening role ambiguity and role conflict. of course. and increased feedback can reduce stress. aren‘t altruistic. expectations. Job redesign: redesigning jobs to give employees more meaningful work. 7. The assumption underlying most wellness programs is that employees need to take personal responsibility for their physical and mental health. Organizations. lose weight. Participative decision-making: role stress is detrimental to a large extent because employees feel uncertain about goals. By giving these employees a voice in those decisions that directly affect their job performances. The result is less employee frustration.4. management can increase employee control and reduce this role stress. 6. These programs focus on the employee‘s total physical mental condition. how they‘ll be elevated. control alcohol use. 55 . For example they typically provide workshops to help people quit smoking. 5. because these factors give the employees greater control over work activities and lessen dependence on others. Goal setting: based on an expensive research it is found that. Specific goals that are perceived attainable clarify performance expectations. role ambiguity and stress. The organizations merely a vehicle to facilitate this end. 8. Given the importance that perceptions play in moderating the stress-response relationship. They expect a payoff from their investment in wellness programs. management can also use effective communication as a means to shape employee participations. Wellness programs: another important point would be to offer organizationally supported wellness programs. goal feedback reduces uncertainties as to actual job performance. Additionally. more autonomy. eat better. and develop a regular exercise program. And survey affirms that most of those firms that have introduced wellness programs have found the benefits to exceed the costs. The use of goals can reduce stress as well as provide motivation. and the like. So managers should consider increasing employee participation in decision-making.

Find activities that are absorbing. P – Plan: Disorganization can breed stress having too many projects going on simultaneously often to confusion and forgetfulness when uncompleted projects are hanging over your head. select an exercise program you will enjoy. a counselor or a psychologist with whom you can be open. check with your doctor before beginning any exercise program. Even if no solutions are reached. Expressing your bottled-up tension to a sympathetic ear can be incredibly helpful in relieving it. A – Assert positive attitudes: Learn to praise the things you like in others. especially if you pick one that you really enjoy rather than one that is drudgery. Focus upon the good qualities that those around you possess. and since we can never be perfect. L – Learn to tolerate: Many of us set unreasonable goals. you may feel better about addressing your problems after releasing these tensions. T – Talk out tensions: Find a friend. An attempt to really understand the way other people feel can make you more accepting of them.HOW TO SURVIVE STRESS Here is a seven-stem survival plan. So set reasonable goals for yourself. Remember to ―PLEASE‖ yourself to a ―T‖. When possible. You will be more likely to stay with a program you yourself chose. Then. and enjoyable no matter what your level of ability or skill at doing them. E – Enjoy life: You need to escape occasionally from the pressure of life and have fun. S – Set tolerance limits: Intolerance of others leads to frustration and anger. E – Exercise: First. we often have a sense of failure no matter how well we perform. a member of the clergy. take on projects one at a time and work on them until completed. 56 .


PART – A ANALYSIS 1) Age: Years No. of Respondents Percentage Diploma 1 03 Graduates 22 74 Post Graduates 07 23 As majority of the respondents are graduates and diploma holders. So also graduates to acquire post graduation as knowledge is an asset in any company. of Respondents Percentage 20-30 15 50 31-40 12 40 41-50 02 07 51 and above 01 03 As majority of the respondents are below 40 years this aspect may be considered as advantage in capitalizing their potential. they may be encouraged to pursue higher studies to become graduates. 58 . 2) Education Qualification: Particulars No.

Company has to ensure the employees receive the same and equitable levels of salary and benefits that is prevailing in similar industries. 59 . 10.000 04 14 15. of Respondents Percentage Less than Rs. On salary and benefits. of Respondents Percentage Junior executive 14 47 Middle management 09 30 Senior management - - 07 23 None [undefined position] Company is presently in right stage for planning their careers. 4) Monthly Income: Particulars No. Job rotation and executive development including organizational development are areas which require attention of management.000-15.000 and above 01 03 Employment stability depends among other factors.000 24 80 10.000-20.000 01 03 20.3) Position: Particulars No.

5) House: Particulars No. they will have family responsibility and so they will definitely look for jobs providing them with job security and prosperity. It also brings about certain amount of stability in the lives of the respondents. 60 . 6) Vehicle: Particulars No. 7) Marital Status: Particulars No. of Respondents Percentage Own 15 50 Rented 09 30 Lease 06 20 House: owning a house indicates their standard of living and their status in the society. of Respondents Percentage Two wheeler 15 50 Four wheeler 03 10 Public conveyance 12 40 Majority of the respondents own a vehicles which saves their time waiting for other means of transportation and can reach their work place on time without any tension. of Respondents Percentage Bachelor 02 07 Spinster 06 20 Married 22 73 Divorced - - widowed - - As majority of the respondents are married.

61 .8) Children: Particulars No.) - - 03 15 - - Graduate(M/F)(no.) 02 10 P. of Respondents Percentage 2 hrs 08 27 2-3 hrs 07 23 3 hrs and above 15 50 After office hours majority of the respondents spend most their time with their family. 10) Time spent in office: Particulars No.) - - High school(M/F)(no. 9) Time spent with family: Particulars No.) 08 40 Primary school(M/F)(no.) 07 35 Middle school(M/F)(no. So they ought to be provided with a stress free environment to work and given ample opportunity for career growth.) Majority of the respondent‘s children are in the kindergarten and they would want to give their children with good educational opportunities.) Post-graduate(M/F)(no. This shows that they are family oriented and leads to mutual co-existence. College(M/F)(no. of Respondents Percentage Kinder Garten(M/F)(no. of Respondents Percentage 8 hrs 05 17 8-10 hrs 21 70 10 hrs and above 04 13 From the response received it can be seen that majority of the respondents work up to 10 hrs a day.U.

of Respondents Percentage At home 28 94 At club - - At resort - - At office 02 06 As majority of the employees spend their time at their residence. weekly outing. cultural programmes. sports and other events can be arranged not only for employees but also for the members of family as it would be a motivating activity. parties. of Respondents Percentage - - Better prospects 16 54 No job satisfaction 02 06 Pressure of unplanned work 01 03 Convenience 11 37 No challenge 62 . of Respondents Percentage No change of jobs 11 37 2 jobs 13 44 3-4 jobs 02 06 4-5 jobs 01 03 5 and above 03 10 13) What was the reason to change the job: Particulars No. 12) How often have you changed your job: Particulars No.11) How do you spend your weekend: Particulars No.

Even though majority of the employees have previous experience. 63 .14) You prefer: Particulars No. Exit interviews could be very useful for finding out this attitude. there is a tendency that they are likely to leave the company if the present employment does not provide satisfaction. of Respondents Percentage Reading 13 44 Writing 06 20 Playing games 06 20 Others 05 16 None - - Indulging in hobbies is a mode of de stress to the body. of Respondents Percentage Job and high salary 09 30 Job and status 02 06 Both 19 64 For tables (13). It is essential part of the modern day life. Majority of the respondents have opted reading as a hobby through which they can gain knowledge and also take away their mind from other worries and tension. (14) and (15). 15) Your hobbies: Particulars No.

in the absence of which we would only be doing a mechanical job. 18) Does your qualification match with the job you are presently doing: Particulars No. of Respondents Percentage Diploma 01 03 Graduation 21 70 Post-Graduation 08 27 Majority of the respondents are graduates and as such can be given the encouragement for further studies and improve their career goals. of Respondents Percentage Smoking 01 03 Drinking (liquor) 01 04 - - Others 02 06 None 26 87 Gambling Majority of the respondents don‘t indulge in any of the above habits and as such are aware that all these are only temporary answers to their stress and don‘t give any permanent solution. 64 . of Respondents Percentage Yes 11 37 No 08 26 Can not say 11 37 Qualification and job should match with each other to provide job satisfaction and motivation to improve our career goals.16) Your habits: Particulars No. 17) Your qualification: Particulars No.


Sl. 23% of the respondents have expressed that they ―Never have‖ a feeling of anxiety and 4% always which is significant. which depends on severity of stress and sleeplessness and thereon.PART – B ANALYSIS Table No. of Respondents in 30 (%) Percentage (%) 20 10 0 Never Sometimes Often Always Particulars Concept: ―Anxiety‖ is the state of being tense and a feeling of uneasy. 1 2 3 4 Particulars Never Sometimes Often Always Total No. of Respondents 7 18 4 1 30 Percentage (%) 23 60 13 4 GRAPH-1 60 50 40 No.1: table showing feeling of anxiety every morning the respondents wakes up. No. A small amount of anxiety is called worry and this stays with us until the problem is sorted out. Interpretation: In view of the above analysis it may be evaluated that work related stress also cause ―Anxiety‖ while getting up from sleep. Analysis: From the response received it is observed that 60% of the respondents wake up with a feeling of anxiety in the morning. 66 . The panic attack is an extreme response to anxiety. Too much stress can lead to anxiety and fear.

of Respondents 15 12 02 01 30 Percentage (%) 50 40 6 4 GRAPH-2 50 45 40 35 No. 67 . Sl. However. 40% of them experience this sometimes and about 4% of them always have a problem falling asleep when alone or during journey.2: Table showing whether the respondents sometimes have trouble falling asleep when alone or during journey. the remaining 50% go through this stress symptoms either sometimes or always. This sleeping disability is due to unpleasant feelings. Analysis: It is seen from the data that 50% of the respondents don‘t experience this problem. 1 2 3 4 Particulars Never Sometimes Often Always Total No. It is a stress reaction. Interpretation: Hence it is understood that though majority of the respondents don‘t have any sleeping disorders. of 30 Respondents in 25 (%) 20 15 10 5 0 Percentage (%) Never Sometimes Often Always Particulars Concept: Having trouble falling asleep when alone or during journey or even otherwise is a very common phenomenon of stress. No. which a person is experiencing and is an unhealthy sign.Table No. This might be a consequence of either a situational anxiety or depression.

3: Table showing whether the respondents when under pressure often search for a cigarette. a drink or a tranquilizer when under pressure. Interpretation: Hence. No. it is confirmed that either drinking alcohol or cigarette smoking are not stress releasing factors. a drink or a tranquilizer. 68 . but are in no way successful ways of relieving stress. caffeine to unwind ―smoking‖ to calm oneself and taking ―tranquilizers‖ or sleeping pills to hide from stress are all stress symptoms. Its only 3% of the respondents who reach for them when under pressure. of 60 Respondents in 50 (%) 40 30 20 10 0 Percentage (%) Never Sometimes Often Always Particulars Concept: ―Drinking‖ too much of alcohol. These offer only momentary relief. of Respondents 29 01 30 Percentage (%) 97 3 - GRAPH-3 100 90 80 70 No.Table No. but they show nervous disability. 1 2 3 4 Particulars Never Sometimes Often Always Total No. Analysis: From the feedback received it is evident that 97% of the respondents ―never‖ reach either for a cigarette. Sl.

it is seen. 1 2 3 4 Particulars Never Sometimes Often Always Total No. of Respondents in 30 (%) 20 Percentage 10 0 Never Sometimes Often Always Particulars Concept: Being ―irritated‖. Occupational stress makes a person irritated and will lack patience.4: Table showing whether the respondents would easily become irritated over everyday matters. Analysis: From the feedback received. not because of lack of stress. There are people who are composed as seen above. Sl. Interpretation: In view of the above response getting irritated depends on personal characteristics and not on work related stress factors. No. is when we loose our cool and get annoyed when faced with everyday delays and frustrations. while 30% of them ―never‖ get irritated and 13% have often-such feelings.Table No. of Respondents 09 17 04 30 Percentage (%) 30 57 13 - GRAPH-4 60 50 40 No. but because of personal abilities. 69 . who are not irritated. that 57% of the respondents get irritated by everyday matters.

5: Table showing whether the respondents experience headaches or stomach ache under pressure. This may be either an occupational stress or a personal stress. 70 .Table No. 1 2 3 4 Particulars Never Sometimes Often Always Total No. of 25 Respondents in 20 (%) 15 Percentage (%) 10 5 0 Never Sometimes Often Always Particulars Concept: Developing a headache or stomach ache under pressure is a stress reaction. About 37% of them never experience such pressure and 3%of them always experience pressure and headaches. Analysis: It is seen here that 43% of the respondents experience headaches and stomachaches under pressure. No. it is confirmed that work or occupational stress Also cause head aches under pressure among certain fearful situations as anxious moments. Sl. of Respondents 11 13 05 01 30 Percentage (%) 37 43 17 03 GRAPH-5 45 40 35 30 No. Interpretation: Thus.

of Respondents 01 12 12 05 30 Percentage (%) 3 40 40 17 GRAPH-6 40 35 30 25 No. 71 . No. 1 2 3 4 Particulars Never Sometimes Often Always Total No. Sl. 3% of them are never able to relax and have fun it is good to see that 17% of the respondents always are able to relax and have fun. 6: Table showing whether the respondents are able to relax and have fun.Table No. Interpretation: From the above analysis it can be interpreted that a major portion of the respondents are able to relax and have fun. Analysis: From the feedback it is seen that 40% of the respondents sometimes have fun and another 40% often have fun and are able to relax while. of Respondents in 20 (%) 15 Percentage (%) 10 5 0 Never Sometimes Often Always Particulars Concept: Recreation and relaxation are modes of managing stress. which means they know how to influence their body functions to relieve the effects of stress and anxiety.

it is evident that occupational stress coupled with domestic demands makes a person exhaustive physically and mentally. It is only 7% of them who are always exhausted by the demands at work and home.Table No. Analysis: It is seen from this table that 67% of the respondents are only sometimes being exhausted by these daily demands at work and home. Sl. There‘s no escaping it. of Respondents 04 20 04 02 30 Percentage (%) 13 67 13 7 GRAPH-7 70 60 50 No. No. Exhaustion may be a result of meeting unrealistic deadlines for the completion of difficult tasks. 1 2 3 4 Particulars Never Sometimes Often Always Total No. 72 . of 40 Respondents in 30 (%) Percentage (%) 20 10 0 Never Sometimes Often Always Particulars Concept: Being exhausted by daily demands at work and home is a stress related malady. Interpretation: Hence. While 13% of them are never exhausted and 13% of them are often exhausted. It may be termed as a by-product of stress. 7: Table showing whether the respondents are exhausted by daily demands at work and home. Only the magnitude of exhaustion differs from each individual.

no matter. About 33% of them never and 4% of them always. Analysis: About 50% of the respondents experience this kind of emptiness sometimes. 8: Table showing whether the respondents feel empty. 1 2 3 4 Particulars Never Sometimes Often Always Total No. of Respondents 10 15 04 01 30 Percentage (%) 33 50 13 4 GRAPH-8 50 45 40 35 No. how much success they have. This aspect emphasizes that the level of job satisfaction among respondents is not distinct and therefore suffer from anxiety and ambiguity. 73 . No. Interpretation: Majority of the respondents experience this empty feeling as they are not able to give back from what success they have. Sl. This situation arises when they have not much time left after tasting success to enjoy it. of 30 Respondents in 25 (%) 20 15 10 5 0 Percentage (%) Never Sometimes Often Always Particulars Concept: This is a concept where in individuals are not happy or satisfied with the success they are having.Table No.

Interpretation: it is clear that if job security is threatened stress can increase dramatically. Analysis: About 53% of the respondents never experience insecurity of job.Table No. of Respondents 16 12 01 01 30 Percentage (%) 53 40 3 4 GRAPH-9 60 50 40 No. It produces waves of anxiety and depression. Low confidence level usually leads to insecurity of job. No. Sl. 1 2 3 4 Particulars Never Sometimes Often Always Total No. 9: Table showing whether the respondents feel insecure about their job. while 40% of them sometimes feel insecure about their job. of Respondents in 30 (%) 20 Percentage (%) 10 0 Never Sometimes Often Always Particulars Concept: The insecurity of job is an important stressor. This uncertain feeling leads to withdrawal in some employees. 74 .

is whether an individual is able to do justice to his/her job? Whether the job is satisfying and whether it has any intellectual involvement of that person or he/she is doing the job mechanically? It is to see whether or not an individual fits into an organization and whether their skills and abilities are put to use or not. Interpretation: here.Table No. Analysis: Nearly 70% of the respondents have no problem coping with their current job. No. while 20% of them sometimes have problem and 10% of them often have problem coping with their current jobs. 1 2 3 4 Particulars Never Sometimes Often Always Total No. of Respondents 21 06 03 30 Percentage (%) 70 20 10 - GRAPH-10 70 60 50 No. Sl. 75 . of 40 Respondents in 30 (%) Percentage (%) 20 10 0 Never Sometimes Often Always Particulars Concept: Coping with the current job. 10: Table showing whether the respondents have problem coping with their current job. it is understood that majority of the respondents have no problem coping with their current job.

Table No. Sl. It is a situation where a person is doing a job. 1 2 3 4 Particulars Never Sometimes Often Always Total No. This ultimately results in poor quality output. 76 . which is not matching his/her skill sand abilities. as their qualifications and interest don‘t match their current job. It also results in poor jobsatisfaction. Interpretation: Hence. as that majority of the respondents are not doing the kind of job they want to do. It might lead to frustration and ambition disappearance. Analysis: It is seen here. of 20 Respondents in 15 (%) Percentage (%) 10 5 0 Never Sometimes Often Always Particulars Concept: Liking or disliking is one of the root causes of stress at the workplace. No. of Respondents 06 06 08 10 30 Percentage (%) 20 20 27 33 GRAPH-11 35 30 25 No. But 40% of the respondents sometimes or never do the kind of job they want to do. this analysis can be interpreted. 11: Table showing whether the respondents are doing the kind of job they want to do. which in turn results in high absenteeism. that about 33% of the respondents are always doing the kind of job they want to do.

Conflicting personalities and behavior may lead to poor relations with colleagues at work. attitudes and behavior differ. Interpretation: This analysis shows that majority of the respondents have no problem with their colleagues at work which is a good sign. 47% of them sometimes have problems and 3% of them always have problem. The relation can be stressed when two or more people must work together even though their personalities. though they sometimes have trouble. Sl. Analysis: Here. it is observed that majority of the respondents have no problem with their colleagues at work. 77 .Table No. 12: Table showing whether the respondents are having problem with their colleagues at work. No. of 30 Respondents in 25 (%) 20 15 10 5 0 Percentage (%) Never Sometimes Often Always Particulars Concept: A poor relation with colleagues is a major stress cause at work place. of Respondents 15 14 01 30 Percentage (%) 50 47 3 GRAPH-12 50 45 40 35 No. 1 2 3 4 Particulars Never Sometimes Often Always Total No.

of Respondents 17 10 03 30 Percentage (%) 57 33 10 - GRAPH-13 60 50 40 No. it can be interpreted that majority of the respondents have no trouble with their organizational politics. No. about 33% of them sometimes have trouble and around 10% of them often are experiencing trouble with the organizational politics. 1 2 3 4 Particulars Never Sometimes Often Always Total No. 13: Table whether the respondents have trouble with their organizational politics. Analysis: Here. Interpretation: From the above analysis.Table No. However. 78 . it is seen that 57% of the respondents have no trouble with the organizational politics. Sl. of Respondents in 30 (%) 20 Percentage (%) 10 0 Never Sometimes Often Always Particulars Concept: organizational politics relates to the way people gain and use power in organizations to influence each other.

14: Table showing whether the respondents are trapped under any such circumstances that they just have to live with it. Interpretation: Hence. It is just about 3% who feel that they are always trapped under such circumstances. No. 79 . 1 2 3 4 Particulars Never Sometimes Often Always Total No. Analysis: Here around 57% of the respondents feel that they are never trapped under such circumstances that they have to just live with. of Respondents 17 12 01 30 Percentage (%) 57 40 03 GRAPH-14 60 50 40 No. It is a feeling where one feels that he/she is a victim of circumstances. it may be presumed that being trapped under such circumstances where we just have to live with depends on the individual characteristics and personality as human life is multidimensional with interdimensional issue of emotions.Table No. of Respondents in 30 (%) 20 Percentage (%) 10 0 Never Sometimes Often Always Particulars Concept: Trapped under any such circumstances that an individual has to live with is cope with things for the sake of sustenance. Sl. but 40% of them feel that sometimes they are trapped.

80 . Sl. Interpretation: From the above analysis. of Respondents in 30 (%) 20 Percentage (%) 10 0 Never Sometimes Often Always Particulars Concept: Time management is the essence of life in general and business organizations in particular. no matter how hard they work.Table No. it can be seen that majority of the respondents have this problem of catching up with schedule. Analysis: It is revealed that 57% of the respondents have sometimes trouble catching up with their schedule. however hard they work. of Respondents 09 17 02 02 30 Percentage (%) 30 57 07 06 GRAPH-15 60 50 40 No. while 30% never have problem catching up with their schedule and 13% of them have often or always trouble in catching up with their schedule. Lack of it definitely results in stress and tension at individual and organizational level.15: Table showing the respondents are not able to catch up with their schedule. Ineffective time management is like an epidemic it spreads inefficiency from one level to another like a wild fire. No. 1 2 3 4 Particulars Never Sometimes Often Always Total No.

1 2 3 4 Particulars Never Sometimes Often Always Total No. of Respondents in 30 (%) 20 Percentage (%) 10 0 Never Sometimes Often Always Particulars Concept: taking on too many responsibilities may either be a work stress or a personal stress. of Respondents 02 17 07 04 30 Percentage (%) 07 57 23 13 GRAPH-16 60 50 40 No. 16: Table showing whether the respondents take up too many responsibilities. Interpretation: It is evident that majority of the respondents take up too much of responsibilities leading to a heavy workload and anxiety. Analysis: Here. 13% of them never take up too many responsibilities. It causes tension and anxiety. It is a task demand stressor. It occurs when a person simply has more work to do than he/she can handle. 57% of the respondents sometimes take up too many responsibilities and 23% often. No. Sl. But. 81 .Table No.

though 23% of them have responded that they sometimes are embarrassed from asking help. Analysis: Here. Interpretation: therefore. 82 . because of lack of experience or qualification. leads to helplessness and are also embarrassed to ask for help.17: Table showing whether the respondents are embarrassed to ask for help.e. of Respondents 20 07 01 02 30 Percentage (%) 67 23 03 07 GRAPH-17 70 60 50 No.Table No. of 40 Respondents in 30 (%) Percentage (%) 20 10 0 Never Sometimes Often Always Particulars Concept: this is a stressor where in the respondents hesitates to ask help from others i. Lack of control over a situation. colleagues at work place or friends or relatives at home. It is only 7% of them who have expressed that they always are embarrassed to ask help. Sl. 1 2 3 4 Particulars Never Sometimes Often Always Total No. No. it can be seen that majority of the respondents are not embarrassed to ask for help from others and shows that they are open self and are open for suggestions and help. 67% of the respondents have expressed that they never hesitate to ask for help.

the ability to stay calm and healthy depends on ―small things‖. majority of the respondents are patient enough having sufficient control over themselves. Our own reactions or over reactions are the sole factors that cause stress.Table No. 10% of them have responded that they always loose their patience over delays and interruptions. of 30 Respondents in 25 (%) 20 15 10 5 0 Percentage (%) Never Sometimes Often Always Particulars Concept: For many of us. 1 2 3 4 Particulars Never Sometimes Often Always Total No. 83 . Daily hassles seem like a personal curse. of Respondents 07 15 05 03 30 Percentage (%) 23 50 17 10 GRAPH-18 50 45 40 35 No. Analysis: 50% of the respondents have expressed that they become impatient with delays or interruption. while 23% of them never become impatient. No. But. 18: Table showing whether the respondents become impatient with delays or interruptions. Interpretation: It is clear that. Sl.

Analysis: From the response received it is seen that 47% of the respondents have expressed that they often control their anger and 16% always.Table No. 84 . of 30 Respondents in 25 (%) 20 15 10 5 0 Percentage (%) Never Sometimes Often Always Particulars Concept: Controlling anger without reacting to a situation takes its toll on our emotional well being and even on our physical health. as we don‘t examine our feelings. Sl. No. 19: Table showing whether the respondents control their anger. But 7% of them never control their anger. 1 2 3 4 Particulars Never Sometimes Often Always Total No. Interpretation: It can be understood that the respondents control their anger and don‘t give way to the release of their emotions and feelings. of Respondents 02 09 14 05 30 Percentage (%) 07 30 47 16 GRAPH-19 50 45 40 35 No.

which create stress. As. it is 17% of them who always feel that their stress is due to forces beyond their control. while. No. Interpretation: This is an individual stressor and varies from each person. of Respondents 04 14 07 05 30 Percentage (%) 13 47 23 17 GRAPH-20 50 45 40 35 No. Many a times it is our daily schedule and our role demands.Table No. majority of them feel that a lot of their stress is due to forces beyond their control it only indicates their life pattern. Each stage of the life cycle loses it own challenges and problems. But. Sl. of 30 Respondents in 25 (%) 20 15 10 5 0 Percentage (%) Never Sometimes Often Always Particulars Concept: Most of our stress is often unrecognized until it takes its toll on us. 20: Table showing whether the respondents feel a lot of their stress is due to forces beyond their control. 85 . 1 2 3 4 Particulars Never Sometimes Often Always Total No. Analysis: It is found that 47% of the respondents sometimes feel that their stress is due to forces beyond their control. 23% often feel so.

while 13% of them always have stress with the poor office infrastructure. 30% of them have e3xpressed that they sometimes have stress due to poor office infrastructure. Sl.Table No. Analysis: It is seen that 40% of the respondents have answered that they never have a problem with the office infrastructure. 1 2 3 4 Particulars Never Sometimes Often Always Total No. No. Interpretation: It is clear that office infrastructure needs some improvement. 86 . of Respondents 12 09 05 04 30 Percentage (%) 40 30 17 13 GRAPH-21 40 35 30 25 No. of Respondents in 20 (%) 15 Percentage (%) 10 5 0 Never Sometimes Often Always Particulars Concept: A poor infrastructure is an organizational stressor. 21: Table showing whether poor office infrastructure contributes to the stress of the respondents. When this is not attended to properly it leads to physical stress. as it is a stress factor in the organization. Infrastructure is the basic necessity at the work place.

1 2 3 4 Particulars Never Sometimes Often Always Total No. Analysis: Data shows that 43% of the respondents have never have stress due to poor HR policies. while 50% of them have sometimes or often have stress due to poor HR policies and 7% of them have always under gone stress due to this factor.Table No. 22: Table showing whether poor HR policies contribute to the stress of the respondents. No. Interpretation: It can be presumed that as majority of the respondents have sometimes or often experience stress due to this factor. of 25 Respondents in 20 (%) 15 Percentage (%) 10 5 0 Never Sometimes Often Always Particulars Concept: HR policies (Human Resource) are very important aspect in any organization to assure consistent treatment of all personnel throughout the organization. of Respondents 13 09 06 02 30 Percentage (%) 43 30 20 07 GRAPH-22 45 40 35 30 No. Sl. 87 . it affects the organization‘s effectiveness.

this leads to mental and emotional stress. of Respondents 12 12 03 03 30 Percentage (%) 40 40 10 10 GRAPH-23 40 35 30 25 No. An organization should comply with the legislations prohibiting discrimination and provide the employees with equal opportunities to overcome the discriminatory barriers. incentives. it is being exposed to the aliment of favoritism. 88 . Analysis: The response states that 40% of the respondents have expressed that they never have faced discrimination. 1 2 3 4 Particulars Never Sometimes Often Always Total No. promotions etc. caste. Interpretation: Discrimination at the work place. at whichever level has to be eliminated. educational qualification etc. religion. of Respondents in 20 (%) 15 Percentage (%) 10 5 0 Never Sometimes Often Always Particulars Concept: Discrimination at work place may be based on sex.Table No. 23: Table showing whether discrimination at the work place lead to respondents stress. No. It is evident here that respondents are stressed due to this factor. 40% of them expressed that they sometimes have been stressed due to discrimination at work place and 10% each have responded that they either often or always experience discrimination leading to their stress. The diverse work force in an organization leads to discrimination and to ―pick and choose‖ for bonus. Sl.

24: Table showing whether absence of HR administration and transparency in the working of the organization contributes to respondent‘s stress. Sl. Analysis: The response states that 50% of the respondents have no stress due to the absence of HR admin. 1 2 3 4 Particulars Never Sometimes Often Always Total No. 27% sometimes have stress due to this factor and 10% always have stress due to this factor. No. of Respondents 15 08 04 03 30 Percentage (%) 50 27 13 10 GRAPH-24 50 45 40 35 No. of 30 Respondents in 25 (%) 20 15 10 5 0 Percentage (%) Never Sometimes Often Always Particulars Concept: absence of HR administration and transparency in the working of the organization definitely contributes to an employee‘s stress. Interpretation: It is clear that as majority of the respondents never feel that this factor contributes to their stress. that there is a good HR administration and also transparency in the working of the organization.Table No. 89 .

of Respondents 14 13 02 01 30 Percentage (%) 47 43 07 03 GRAPH-25 50 45 40 35 No. 25: Table showing whether the delayed performance appraisal formulation in respondent contributes to his/her stress. It has to be done periodically to rate the employee‘s efficiency and to motivate him to do better. 1 2 3 4 Particulars Never Sometimes Often Always Total No. No. of 30 Respondents in 25 (%) 20 15 10 5 0 Percentage (%) Never Sometimes Often Always Particulars Concept: Performance appraisal is the assessment of the individual performance in a systematic way in an organization. 43% sometimes have experienced stress and 3% always have experienced stress due to this factor. Sl. 90 . Interpretation: It can be presumed that there is a regular performance appraisal in the company.Table No. Analysis: It is found that 47% of the respondents have never experienced stress due to delay performance appraisal.

No. Interpretation: It is evident that as majority of the respondents have never been stressed by this factor they are able to lead a balanced life. 91 . of Respondents in 30 (%) 20 Percentage (%) 10 0 Never Sometimes Often Always Particulars Concept: Stress may either be a personal or an occupational stress. 57% of the respondents have expressed that they never experience this kind of a stress. 26: Table showing whether family responsibilities and dissatisfied personal relationships contribute to the respondent‘s stress. Analysis: To this factor of stress. Sl.Table No. 1 2 3 4 Particulars Never Sometimes Often Always Total No. of Respondents 17 11 02 30 Percentage (%) 57 37 06 GRAPH-26 60 50 40 No. while 37% of them have expressed sometimes they feel stressed by this factor and it is 6% who feel always stressed by this factor. Family responsibilities and also dissatisfied personal relations contribute immensely to a person‘s stress.

Interpretation: thus. of Respondents 15 12 03 30 Percentage (%) 50 40 10 - GRAPH-27 50 45 40 35 No. Sl. No.Table No. 92 . 1 2 3 4 Particulars Never Sometimes Often Always Total No. 27: Table showing whether the respondent being a procrastinator and a perfectionist is contributing to his/her stress. 40% have felt that it affects them sometimes and 10% have often been stressed by this factor. of 30 Respondents in 25 (%) 20 15 10 5 0 Percentage (%) Never Sometimes Often Always Particulars Concept: being a procrastinator and a perfectionist is a stressor Analysis: From the data collected it is seen that 50% of the respondents have expressed that procrastination and perfection have never been a cause of stress. it is understood that this is a stress causer and should be minimized as much as possible.


10.e. 4. 11. 5. 7. 12. The respondents take up too much of responsibilities at work place. Most of the respondents are open self. Majority of the respondents have changed two jobs in search of better prospects. 3. 8. favoritism etc. The respondents have indicated anxiety as a work stress due to lack of competency and the hesitancy in accepting change. 9. There is no job insecurity among the respondents. There exists no organizational politics i. 2. The respondents indicate that they are exhausted by daily demands at work and home especially the women employees. The respondents are from different age brackets and educational and financial background. the employees are not victimized due to discrimination. The respondents are well aware to understand the need for stress management. The respondents have no problems with their colleagues at work. it is found that: 1.FINDINGS As per the observation in the study. The respondents are able to relax and influence their body functions to relieve the effects of stress and anxiety. 6. 94 . The level of job satisfaction among the respondents is not distinct and hence they suffer from anxiety and ambiguity.

Poor HR policies are a cause for stress. 14. 16. Delays or interruptions do bother the respondents at work place. 17. 95 . Poor infrastructure is a factor of stress at work place. Most of the respondent‘s stress is caused by both personal factors and work related factors. 18. 15. Each of the respondents has their own methods of managing and balancing their stress and has regarded their hobbies as a good mode to de-stress.13. The respondents experience workload as a consequence of unequal distribution of work.


you may be able to get stress to work for you instead of against you. the stress response can create or worsen health problems. pain medicines. structured time-outs. and respecting your limits of energy and pain. and unmanageable stresses are the most damaging types of stress. smoking.CONCLUSION STRESS AT A GLANCE Stress is normal part of life that can either help us learn and grow or can cause us significant problems. remember that managing stress is your job. and learning new coping strategies to create predictability in our lives. If we don't take action. Remember that you can't change others. Prepare for stressful events by getting extra rest. MAKE STRESS WORK FOR YOU Managing stress can help you have less pain and feel healthier. the management of stress is mostly dependent on the willingness of a person to make the changes necessary for a healthy lifestyle. Stress can be managed by regular exercise. Work at reducing the cause of your stress by communicating better. and eating—actually worsen the stress and can make us more reactive (sensitive) to further stress. Practice relaxation methods to overcome the effects of stress that you can't avoid. It can also help you cope with the extra demands made on you by your disease. uninterrupted." and develop and keep a sense of humor. With stress under control. meditation or other relaxation techniques. unexpected. "look on the bright side. alcohol. By following these suggestions. 97 . it'll be easier to keep your health under control. While there are promising treatments for stress. Learn to identify those situations you can do something about and those you can't. Engage in hobbies and simple pleasures that give you joy. Finally. Seek professional help for serious problems. Keep in mind that no one is perfect. Simplify your life. Stress releases powerful neurochemicals and hormones that prepare us for action (to fight or flee). Prolonged. Many behaviors that increase in times of stress and maladaptive ways of coping with stress— drugs.

our health and performance depends. alert yet relaxed. 98 . stress management in any given organization should be developed and therefore it has come to say and not a mere jargon. In today‘s highly stressful world.The researcher as a student of Human Resource Management undertook the field study with special interest in stress management. on remaining calm under pressure. Based on the findings recorded the field study can be concluded by stating that there is a consensus amongst the respondents that ―stress is an inevitable factor of a person‘s life. to a large extent. One of the methods of improving the productivity of any organization is to effectively deal with the work stress and environment. Hence. but the same has to be controlled and use only the positive aspects of stress‖.


The office infrastructure can be spruced up and care taken towards building an involvement ambiance and a conducive work environment. Add value to the organization through preventive and promotive healthcare programmes. and group discussions to increase awareness and to distress the employees. A program of time management along with review of workload at each level may have to be taken up. 6. quiz. it is suggested to better the employee-friendly atmosphere. This adds to the worker‘s stress and affects the productivity as well. The organization may have issues that need redress. increase management-employee interaction and the management should be approachable to address the issues. 100 . The purpose-people-process doctrine can be the best way to build a strong company and inspire employees to move from the ―chaltha hai‖ to ―hum honge kaamyab‖ attitude. 4. 3. 7. So. 5. fear of ruffling management‘s feathers or inability to deal with conflicts.SUGGESTIONS 1. Can organize events to promote team building and conduct informative workshops. 2. yet the employees would hesitate to address them due to reasons ranging from job insecurity.


000-15. studying at Karnataka state open I university. PERSONAL PARTICULARS 1. I have produced this questionnaire regarding ―A STUDY ON STRESS MANAGEMENT IN IT-INDUSTRY‖. As a part of the MBA program. VEHICLEa) two wheeler b) four wheeler c) public conveyance 102 . HOUSEa) own b) rented c) lease 5.000-20. I would be grateful to you.000 c) 15. AGE- 2.000 and above 4.000 b) 10. MONTHLY INCOMEa) Rs 10.QUESTIONNAIRE A STUDY ON STRESS MANAGEMENT PART-A student of MBA. if you could spend sometime to answer the following questions.000 d) 20. EDUCATION QUALIFICATION- 3. 4th semester.

TIME SPENT IN OFFICEa) 8 hrs b) 8-10 hrs c) 10 hrs and above 103 . MARITAL STATUSa) bachelor b) spinster c) married d) divorced e) widowed 7. CHILDREN- Level Gender Number (male/female) a) kindergarten b) primary school c) middle school d) high school e) pre university college f) graduate g) post-graduate 8. TIME SPENT WITH FAMILYa) 2 hrs b) 2-3 hrs c) 3 hrs and above 9.6.

HOW OFTEN HAVE YOU CHANGED YOUR JOBa) 2 jobs b) 3-4 jobs c) 4-5 jobs d) 5 and above 12. YOUR HOBBIESa) reading b) writing c) playing games d) others (specify) e) none 104 . HOW DO YOU SPEND YOUR WEEKENDa) at home b) at club c) at resort d) at office 11. YOU PREFERa) job and high salary b) job and status c) both 14.10. WHAT WAS THE REASONa) no challenge b) better prospects c) no job satisfaction d) pressure of unplanned work 13.

15. YOUR HABITSa) smoking b) drinking (liquor) c) gambling d) others (specify) e) none 16. DOES YOUR QUALIFICATION MATCH WITH THE JOB YOU ARE PRESENTLY DOINGa) yes b) no c) cannot say 105 . YOUR QUALIFICATIONa) diploma b) graduation c) post-graduation 17.

PART-B On a four point scale please rate your response. When under pressure do you often reach for a cigarette. Do you sometimes have trouble falling asleep when alone or during journey? ( ) 3. Please note: 1=always (A) 2=often (O) 3=sometimes (S) 4=never (N) 1. Are you insecure about your job? ( ) 10. no matter how much success you have? ( ) 9. Do you have a feeling of anxiety every morning you wake up? ( ) 2. Are you doing the kind of job you want to do? ( ) 12. Do you easily become irritated over every day matters? ( ) 5. Do you feel empty. Are you able to relax and really have fun? ( ) 7. Do you have problems with your colleagues at work? ( ) 13. Do you experience head aches or stomach ache under pressure? ( ) 6. Do you have trouble with your organizational politics? ( ) 106 . Are you exhausted by daily demands at work and home? ( ) 8. drink or a tranquilizer? ( ) 4. Do you have a problem coping with your current job? ( ) 11.

Are you embarrassed to ask for help? ( ) 18. Do you express or control your anger? ( ) 20. Do you take up too many responsibilities? ( ) 17. Are you trapped under any such circumstances that you just have to leave with? ( ) 15.14. Is it that you are not able to catch up with your schedule. Do you become impatient with delays or interruptions? ( ) 19. Do you feel that a lot of your stress is due to forces beyond your control? ( ) 107 . no matter how hard you work?() 16.


―Applied Human Relations-An Organizational Approach‖.  Douglas A. Robbins.  Samuel C. 109 . M. Controversies And Application‖. ―Stress‖. Functions And Systems‖  Stephen P.  Dr. ―Principles Of Modern Management. Controversies And Application‖. Fourth Revised Edition.J. ―Organization Theory And Behavior‖. ―Organization Behavior Concepts. Prentice-Hall of India Pvt Ltd. ―Organization Behavior‖. Ninth Edition.K.  Stephen P. Benton.  Dr. Himalaya Publishing House. ―Organization Behavior Concepts. Mike Smith. Robbins. Mathew.BIBLIOGRAPHY  Dr.Certo.Ashwathappa.