A Project Report, Submitted in Partial Fulfillment of The Requirements of The Bachelors of Business Administration Degree.

ST. JOSEPH’S EVENING COLLEGE, BANGALORE – 560 025.
(AUTONOMOUS, AFFILIATED TO BANGALORE UNIVERSITY)

DEPARTMENT OF BUSINESS ADINISTRATION
A STUDY ON
ROLE OF EMPLOYERS IN IMPLEMENTING QUALITY STRESS
MANAGEMENT PROGRAMS AT 3M CAR CARE, BANGALORE
(A project report, submitted in partial fulfillment of the requirements of the

Bachelors of Business Administration degree.)
SUBMITTED TO
Department of Business Administration,

St. Joseph’s Evening College, Bangalore
SUBMITTED BY
S GURU DEEPAK REDDY

Register No: 16SJE803
BATCH (2016 – 2019)
UNDER THE GUIDANCE OF
DR.K.KANISHKA
STUDENT DECLARATION
I hereby declare that this term paper entitled “A study on role of employers in implementing
quality stress management programs at 3m car care, Bangalore” is an original work of
independent research carried out by me during the year 2018-2019, under the guidance of
Dr.K.Kanishka.
Place: Bangalore Name: S Guru Deepak Reddy

Date: Register No: 16SJE803
ACKNOWLEDGEMENT
It gives me immense pleasure to extent my thanks and gratitude to people who have been
instrumental in completion of the project. It is not possible to prepare a project report without the
assistance & encouragement of people.
I am thankful to Mr.Kishore 3M CAR CARE, Bangalore for his continuous support on this
Project work.
I am indebted to Dr.K.Kanishka for his continuous guidance and encouragement to complete this
project report.
I extend my sincere gratitude to St. Joseph’s Evening College for giving me this opportunity.
Last but not the least, grateful to my parents and friends, who helped me in completing this
project and the almighty for all his blessings.
S Guru Deepak Reddy

CONTENT
CHAPTER ONE
INTRODUCTION
Sl. No Description Page No.
1.1 Introduction to human resource management 1-9
1.1.1 Concept of HRM 1
1.1.2 Definition of HRM 2
1.1.3 Functions of HRM 3
1.1.4 Other functions of HRM 6
1.1.5 Objectives of HRM 6
1.1.6 Scope of HRM 7
1.1.7 Need of HRM 7
1.1.8 Features of HRM 7
1.1.9 Major influencing factors of HRM 8
1.1.10 Futuristic vision of HRM 8-9
1.2 Introduction to stress management 10-17
1.2.11 Introduction to stress 10
1.2.12 Meaning of stress management 10
1.2.13 Types of stress 11
1.2.14 Causes of stress 11
1.2.15 Extra organizational stressors 12
1.2.16 Organizational stressors 12
1.2.17 Macro level organizational stressors 12
1.2.18 Group stressors 13
1.2.19 Individual stressors 13
1.2.20 Symptoms of stress 14
1.2.21 Prevention of stress 15
1.2.22 Remedies to reduce stress 15
1.2.23 Models of stress management 16-17
CHAPTER TWO
RESEARCH DESIGN
2.1 Research design 18-20
2.1.1 Meaning of research 18
2.1.2 Definition of research 18
2.1.3 Research design 18
2.1.4 Statement of the problem 19
2.1.5 Objectives of the study 19
2.1.6 Scope of the study 19
2.1.7 Review of literature 20
2.2 Research methodology 21-22
2.2.8 Meaning of research methodology 21
2.2.9 Method of study 21
2.2.10 Data collection 21
2.2.11 Tools for data collection 22
2.2.12 Sampling techniques 22
2.2.13 Sample size 22
2.2.14 Plan for analysis 22
2.2.15 Limitations of the study 22
2.3 Operational definitions of concepts 23
2.4 Chapter scheme 24
CHAPTER THREE
COMPANY PROFILE
3.1 About the company 25
3.2 Services 26
3.3 Explanation of services in detail 26
3.4 Franchise stores in Bangalore 27
3.5 Contact details 28
3.6 A pictorial representation of interior and exterior of the company 28-29
CHAPTER FOUR
DATA ANALYSIS AND INTERPRETATION
4.1 Introduction 30-31
4.1.1 Analysis and interpretation 30
4.1.2 Interpretation of data 30
4.1.3 Statement of the problem 30
4.1.4 Objectives of the study 30
4.1.5 Method of study 31
4.1.6 Data collection 31
4.1.7 Tools for data collection 31
4.1.8 Sampling techniques 31
4.1.9 Sample size 31
4.2 Tables, graphs and interpretation 32-46
4.2.10 Socio – Economic profile of the respondents. 32
Table and graph showing salary structure of the employees
4.2.11 in their organization 33
Table and graph showing the opinion of employees about the
4.2.12 job in their organization 34
4.2.13 working condition in their organization 35
4.2.14 training programs conducted in organization 36
4.2.15 salary package provided by the organization 37
4.2.16 safety facilities offered in the organization 38
Table and graph showing the frustration of employees
4.2.17 related to work in the organization 39
Table and graph showing the stress causing factors among
4.2.18 different levels of employees in the organization 40
Table and graph showing the stress factor that the employees
4.2.19 face in the organization 41
Table and graph showing the level of stress in the
4.2.20 organization 42
Table and graph showing the impact of stress on employees
4.2.21 in the organization 43
Table and graph showing the strategy that the employees
4.2.22 have adopted for reducing their stress from work 44
Table and graph showing the strategies the employees prefer
4.2.23 for effective stress management 45-46
CHAPTER FIVE
FINDINGS, SUGGESTION & CONCLUSION
5.1 Findings 47
5.2 Suggestion 48-49
5.3 Conclusion 50
BIBLIOGRAPHY
Sl. No Description
1 Books
2 Websites
3 Journals
4 Research paper
ANNEXURE
Sl. No Description
1 Questionnaire
2 While transferring data and making charts using Microsoft excel worksheet 2007
While receiving company letter by managing director of 3m car care, Koramangala
3 on 20.Febuary.2019
LIST OF TABLES & GRAPHS

Description Page No.
Table 1 32
Table 2 and Graph 1 33
Table 14 and Graph 13 45-46
CHAPTER ONE
INTRODUCTION
A STUDY ON ROLE OF EMPLOYERS IN IMPLEMENTING QUALITY STRESS
1.1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT
1.1.1 Concept of HRM
HRM is concerned with the human beings in an organization. “The management of man” is a
very important and challenging job because of the dynamic nature of the people. No two people
are similar in mental abilities, tacticians, sentiments, and behaviors; they differ widely also as a
group and are subject to many varied influences. People are responsive, they feel, think and act
therefore they can’t be operated like a machine or shifted and altered like template in a room
layout. They therefore need a tactful handing by management personnel.
HRM is the process of managing people of an organization with a human approach. Human
resources approach to manpower enables the manager to view the people as an important
resource. It is the approach through which organization can utilize the manpower not only for the
benefits of the organization but for the growth, development and self satisfaction of the
concerned people. Thus, HRM is a system that focuses on human resources development on one
hand and effective management of people on the other hand so that people will enjoy human
dignity in their employment.
HRM is involved in providing human dignity to the employees taking into account their
capacity, potentially, talents, achievement, motivation, skill, commitment, great abilities, and so
on. So, that their personalities are recognized as valuable human beings. If an organization can
trust, depend and draw from their bank account on the strength of their capital assets, they can
trust, depend and draw more on their committed, talented, dedicated and capable people. This is
what the HRM is involved in every business, managerial activity or introduction.
The principal component of an organization is its human resource or ‘people at work’. According
to Leon C. Megginson from the national point of view Human Resources as, “the knowledge,
skills, creative abilities, talents and aptitudes obtained in the population; whereas from the view
point of the individual enterprise, they represent the total of inherent abilities, acquired
knowledge and skills as exemplified in the talents and aptitudes of its employees.
St. Joseph’s Evening College (Autonomous) 1

Human resource has a paramount importance in the success of any organization because most of
the problems in organizational setting are human and social rather than physical, technical or
economical failure. In the words of Oliver Shelden, “No industry can be rendered efficient so
long as the basic fact remains unrecognized that it is principally human.
Human Resources Management is concerned with the “people” dimension in management. Since
every organization is made up of people acquiring their services, developing their skills,
motivating them to high level of performance and ensuring that they continue to maintain their
commitment to the organization are essential to achieve organizational objectives. This is true
regardless of the type of organization, government, business, education, health, recreation or
social action. Getting and keeping good people is critical to the success of every organization,
whether profit or non-profit, public or private.
1.1.2 Definition of HRM
 According to Decenzo and Robbins

"Human resource management is a process consisting of four functions-acquisition,
development, motivation and maintenance of human resources."
 According to Armstrong
“A strategic approach to acquiring, developing, managing, motivating and gaining the
commitment of the organisation’s key resource – the people who work in and for it.”
 According to Gary Dessler

"Human resource management refers to the policies and practices one needs to carry out
the people or human resource aspects of management position including recruiting,
screening, training, rewarding and appraising."
 According to G.R. Agrawal

"Human resource management is a process concerned with the management of human
energies and competencies for achieving organizational goals through acquisition,
development, utilization and maintenance of a competent and committed workforce in a
changing environment."

 According to Dunn and Stephens

“The HRM is the process of attracting, holding and motivating all manager line and staff.”
 The National Institute of Personnel Management (NIPM) of India has defined human
resource as
“That part of management which is concerned with people at work and with their relationship
within an enterprise. Its aim is to bring together and develop into an effective organization of
the men and women who make up an enterprise and having regard for the well-being of the
individuals and of working groups, to enable them to make their best contribution to its
success.”
1.1.3 Functions of HRM
HRM functions (also called processes) are carried out by the HR managers to fulfill the goals
and objectives of the organization; they perform two sets of functions, namely managerial
functions and operative functions. The managerial functions are the basic functions performed by
the HR managers in their capacity as managers or heads of their own departments. In fact, all
managers, irrespective of their departments, perform these functions. The operative functions, on
the other hand, are specialized activities performed exclusively by the HR managers, usually for
all the departments. We shall first discuss the managerial functions.
MANAGERIAL FUNCTIONS
PLANNING
CONTROLLING ORGANIZING
DIRECTING STAFFING

Planning: It is an effective tool to deal with the future. It involves the process of predetermining
the personnel programs that are necessary to attain the organizational goals. In this context,
accurate forecasting is vital to the success of any plan. Planning is such a crucial function for an
organization that it is the key to all other managerial functions.
Organizing: Once the plans are formulated, the next step is to organize the men and material in
order to accomplish those plans. Organizing is a process through which the firm establishes its
structure and determines the authority, responsibility and accountability of each member in
relation to the job. Thus, organizing involves:
Staffing: This function deals with the creation and maintenance of human resources through
employment, compensation, benefits, training and development, and industrial relations
measures. It aims to put in place HR policies in order to deal with wage fixation, working
conditions, and promotional opportunities for prospective employees.
Directing: Directing is the sum of several activities like communication, leadership and
motivation. Directing, as a function, aims at securing willing cooperation from the individuals
and the groups to achieve the predetermined goals.
Controlling: Controlling is the process of checking the efficiency of the individuals and the
groups in fulfilling the plans and goals through follow-up measures. It is essential for continuous
improvement in the managerial activities.
OPERATIVE FUNCTIONS
In most organizations, the personnel or HR department establishes policies and coordinates

functions such as job analysis, personnel planning, the recruitment and selection of employees,
training and development, performance appraisal, compensation and employee benefits, labor
relations, employee discipline and control, and occupational health and safety.

PROCUREMENT
INTEGRATION DEVELOPMENT
MAINTENANCE COMPENSATION
We shall now discuss the operative functions of HRM.
Procurement: Procurement refers to a series of activities undertaken by the HR managers for

filling the present and future vacancies of the organization. The activities include job analysis
and designing, HR planning, recruitment and, finally, the selection of suitable employees.
Development: Development here refers to both employees’ training and management

development. HR managers are responsible for conducting and supervising training and
development programs for employees.
Compensation: Compensation refers to the determination of the pay scale and other benefits for
the employees. Establishing and maintaining the pay system of an organization is one of the
principal jobs of the HR managers. They must devise ways to ensure fair and equitable pay rates.
Maintenance: the maintenance function aims at retaining efficient and experienced employees
in the organization. This calls for creative HR practices. In this regard, HR managers are
responsible for offering a wide range of HR programs covering occupational safety, health
promotion and physical fitness, canteen facilities, recreation activities, transportation programs,

employee suggestion schemes, career counseling and growth for creating a positive work
environment.
Integration: It consists mainly of industrial relations and aims at ensuring good relations
between the management and the employees. HR managers have to implement industrial
relations programs that would ensure ethical and fair treatment in disciplinary action, grievance
redressal, and career management processes. They should also counsel the employees and the
management to prevent and, when necessary, resolve disputes over labor agreements or other
labor relation issues.
1.1.4 Other functions of HRM
 Human resource or manpower planning.

 Recruitment, selection and placement of personnel.
 Training and development of employees.
 Appraisal for performance of employees.
 Taking corrective steps such as transfer from one job to another.
 Remuneration of employees.
 Social security and welfare of employees.
 Setting general and specific management policy for organizational relationship.
 Collective bargaining, contract negotiation and grievance handling.
 Staffing the organization.
1.1.5 Objectives of HRM
 To help the organization reach its goals.

 To ensure effective utilization and maximum development of human resources.
 To ensure respect for human beings, to identify and satisfy the needs of individuals.
 To achieve and maintain high morale among employees.
 To provide the organization with well-trained and well-motivated employees.

1.1.6 Scope of HRM
Personnel aspect- This is concerned with manpower planning, recruitment, selection,

placement, transfer, promotion, training and development, layoff and retrenchment,
remuneration, incentives, productivity etc.
Welfare aspect- deals with working conditions and amenities such as canteens, crèches, rest and
lunch rooms, housing, transport, medical assistance, education, health and safety, recreation
facilities, etc.
Industrial relations aspect- This covers union-management relations, joint consultation,

collective bargaining, grievance, settlement of disputes and disciplinary procedures, etc.
1.1.7 Need of HRM
 The shortage of certain categories of employees and/or variety of skills despite the problem
of unemployment.
 The rapid changes in technology, marketing, management etc., and the consequent need
for new skills and new categories of employees.
 The changes in organization design and structure affecting manpower demand.
 The demographic changes like the changing profile of the workforce in terms of age, sex,
education etc.
 The Government policies in respect to reservation, child labor, working conditions etc.
 The labor laws affecting the demand for and supply of labor.
 Pressure from trade unions, politicians, sons of the soil etc.
 Introduction of lead time in manning the job with most suitable candidate.
1.1.8 Features of HRM
 It is pervasive in nature as it is present in all enterprises.

 Its focus is on results rather than on rules.
 It tries to help employees develop their potential fully.
 It encourages employees to give their best to the organization.

 It is all about people at work, both as individuals and groups.

 It tries to put people on assigned jobs in order to produce good results.
 It helps an organization meet its goals in the future by providing for competent and well-
motivated employees.
 It tries to build and maintain cordial relations between people working at various levels in
the organization.
1.1.9 Major influencing factors of HRM
 Size of the workforce

 Rising employee’s expectations.
 Drastic changes in the technology as well as life-style changes.
 Composition of workforce, new skills required.
 Environmental challenges.
 Downsizing and rightsizing of the organizations.
 Culture prevailing in the organizations etc.
1.1.10 Futuristic vision of HRM
 There should be a properly defined policy in the organization that should give its focus on
professional aspect and merit based selection.
 In every decision-making process there should be given proper weightage to the aspect that
employees are involved wherever possible. It will ultimately lead to sense of team spirit,
team-work and inter-team collaboration.
 Opportunity and comprehensive framework should be provided for full expression of
employee’s talents and manifest potentialities.
 Networking skills of the organization should be developed internally and externally as well
as horizontally and vertically.
 For performance of employees of the emphasis should be given 360 degree feedback which
is based on the review by superiors, peers, subordinates as well as self-review.

 360 Degree feedback will further lead to increase focus on customer services, creating of
highly involved workforce, deceased hierarchies, avoiding discrimination and biases and
identifying performance threshold.
 More emphasis should be given to Total Quality Management .TQM will cover all
employees at all levels; it will conform to customers’ needs and expectation; it will ensure
effective utilization of resources and will lead towards continuous improvement in all
spheres and activities of the organization.
 There should be focus on job rotation so that vision and knowledge of the employees are
increased for future job prospects.
 For proper utilization of manpower in the organization.
 The career of the employees should be planned in such a way that individualizing process
and socializing process come together for fusion process and career planning should
constitute the part of human resource planning.

1.2 INTRODUCTION TO STRESS MANAGEMENT
1.2.11 Introduction to stress
The word stress is derived from the Latin word “string ere” meaning to draw tight .From the
view point of physical sciences, the phenomena of stress are evident in all materials when they
are subjected to “force, pressure, strong or strong-front”. Everyone has their own limit up to
which they can withstand stress; similarly human beings can tolerate certain level of stress.
Stress is individualistic in nature. Some people have high level of stress, tolerance for stress and
thrive very well the in the face of stressors in the environment. In fact, some individuals will not
perform well unless they experience a level of stress which activates and energizes them to put
forth their best results.
For every individual there is an optimum level of stress which he or she will perform to full
capacity. If the stress experience is below the optimum level, then the individual gets bored,
motivational level of work reaches a low point and it results to careless mistakes, forgetting to do
things and thinking of things other than work during work hours and also leads to absenteeism
which may ultimately lead to turn over. If the stress experience is above the optimum level, it
leads to too many conflicts with the supervisors or leads to increase of errors and bad decisions.
1.2.12 Meaning of stress management
Stress management refers to a wide spectrum of techniques and psychotherapies aimed at

controlling a person’s level of stress especially chronic stress usually for the purpose of
improving everyday functioning. It can be defined as interventions designed to reduce the impact
of stressors in the workplace.
Stress management involves controlling and reduces the tension that occurs in stressful situations
by making emotional and physical changes. The goal of stress management is to help the
employees to manage the stress in an organization.
Stress management is the need of the hour. However hard we try to go beyond stress situations,
life seems to find new ways of stressing us out of anxiety attacks.

1.2.13 Types of stress
MANAGERIAL WORKERS
STRESS STRESS
 Managerial stress: “Management” is getting the things done through people. Thus, it is
more difficult job to get things done. Hence people or managers who have to make things
happen are subjected to managerial stress. In the managerial scene of term, the real solution
is however to recognize that the stress control is leadership responsibility. Leaders and
managers can do more to control stress than all of individual stress relief techniques.
Leaders, who implement stress control strategies, see the results in reduced absenteeism,
accidents, complaints etc., and the key to stress control on managerial side is “To
understand a worker and his stress”.
 Workers stress: Stress is a primary cause of accidents, quality control problems, medical
claims and lost productivity. In an organization, the work culture also exercises some stress
on employees. The instability of jobs and insecurity can be another such reason for workers
stress in the organization. Excessive workload and target meeting expectations of the
managing committee can also be a burning reason for stress on workers.
1.2.14 Causes of stress
Society the working world and daily life has changed almost beyond recognition in the past 50
years. These changes have contributed to major increase in stress.
Stress is caused from both outside and inside the organization and from the groups that
employees are influenced by and from employees themselves.
Extra
Individual Group Organizational
organizational
stressors. stressors. stressors.
stressors.

1.2.15 Extra organizational stressors
Extra organizational stressors have a tremendous impact on job stress. Taking an open system
perspective of an organization, it is clear that the job stress is not limited to things that happen
inside the organization during working hours.
Extra organization stress includes things such as:
• Economic and Financial conditions.
• Race and class.
• Residential or Community conditions.
• Social and technological change.
• Family.
• Relocation.
1.2.16 Organizational stressors
Beside the potential stressors that occur outside the organization there are also those associated
with the organization, although the organization is made up of groups and individuals, there are
also macro level dimensions unique to the organization that contains potential stressors.
1.2.17 Macro level organizational stressors
• Unfair, arbitrary performance reviews.

Policies • Rotating work shifts.
• Inflexible rules.
• Unrealistic job descriptions.
• Lack of participation in decision making.

Structure • Less opportunity for advancements.
• Great amount of formalization.
• Interdependence of departments.

• Lack of privacy.
Physical conditions • Air pollution.
• Safety hazards.
• Inadequate lighting.
• Poor communication.
• Inadequate feedback about performance.
Process • Inadequate measurement of performance.
• Unfair control system.
• Inadequate information.
1.2.18 Group stressors
The group stressors can also be a potential source of stress. Group stressors can be categorized
into three areas:
Lack of group cohesiveness.
Lack of support.
Intra-individual, interpersonal and inter group conflict.
1.2.19 Individual stressors
In a sense, other stressors (extra organizational, organizational and group stressors) all eventually
get down to an individual level. For example: role conflict, ambiguity, self-efficiency,
psychological hardiness may all affect the level of stress someone experiences.

1.2.20 Symptoms of stress
 Fatigue.
 Aches and pains.
 Dizziness.
Physical signs:  Fainting.
 Sweating and trembling.
 Sleep pattern changes.
 Tingling hands and feet.
 Lack of concentration.
 Indecisions.
 Memory lapses.
Mental signs:  Worrying.
 Confusion.
 Disorientation.
 Panic attacks.
 Irritability.
 Feeling tense.
 More suspicious.
Emotional signs:  Feeling depressed.
 Job dissatisfaction.
 Demotivated.
 Impatience.
 Low productivity.
Behavioral signs:  Poor time management.
 Accident prone.
 Restlessness.

1.2.21 Prevention of stress
 Ensure that the workload is in the line with workers capabilities and resources.
 Design jobs to meaning, stimulation and opportunities to workers to use their skills.
 Clearly define workers role and responsibilities.
 Give workers opportunities to participate in decisions and actions affecting their job.
 Improve communication; reduce uncertainty about career development and future
development prospects.
1.2.22 Remedies to reduce stress
INDIVIDUAL ORGANIZATIOAL
APPROACHES APPROACHES
Individual approaches
An employee can take individual responsibility to reduce his or her stress level. Individual
strategies have proven effective include, implementing time management technique, increasing
physical exercise, relaxation training and expanding the social support network.
 Time Management
Many people use their time very poorly. Some of well-known time management principles
include:
 Making daily list of activities to be accomplished.
 Scheduling activities according to the priorities set.
 Prioritizing activities by importance and urgency.
 Physical Experience
Practicing non-competitive physical exercises like aerobics, race, walking, jogging, swimming,
riding bicycle.

 Social Support
Having families, friends, or work colleagues to talk provides an outlet when stress level becomes
excessive.
Organizational approaches
Several of the factors that cause stress particularly task and role demands and organization
structure are controlled by the management as such they can be modified or changed. Some of
the strategies that management wants to consider include improved personal self-section and job
placement, use of realistic goal setting, redesigning of jobs, improved organizational
communication and establishment of corporate wellness programs.
Certain jobs are more stressful than others. Individual with little experience or an external lower
of control tend to be more proven to stress. Goal setting helps to reduce stress and it provides
motivation. Designing jobs to give employees more responsibility, more meaningful work, more
autonomy, and increased feedback can reduce stress. Increasingly formal organizational
communication with employees reduces conflicts.
1.2.23 Models of stress management
 Transaction model: According to ‘Richard Lazarus’ and ‘Susan Folkmans’, “Stress is the
result of imbalance between demands and resources” as occurring when pressure exceeds
ones perceived ability to cope”.
In order to develop a stress management program it is first necessary to identify the
factors that are central to a personal controlling to his or her stress, and to identify the
intervention methods which effectively target these factors. Lazarus and Folkmans
interpretations of stress focus on the transaction between people and their external
environment. The model proposes that stress can be reduced by helping stressed people to
change the perceptions of stressors, providing them with strategies to help them cope and
improving their confidence in their ability to do so.
 Innate health model: The health realization/innate health model of stress is also founded
on the idea that stress does not necessarily follows the presence of a potential stressor.
Instead of focusing on individuals appraisal of so-called stressors in relation to his own

coping skills, the health realization focuses on the nature of thought ,stating that it is
ultimately a person’s thought processes that determine the response to potentially stressful
external circumstances. This model proposes that helping stressed individuals understand
the nature of thought especially providing those with the ability to recognize when they are
in the grip of insecure thinking disengage from it and access natural positive feelings will
reduce the stress.

CHAPTER TWO
RESEARCH DESIGN
2.1 RESEARCH DESIGN
2.1.1 Meaning of research
Research denotes a scientific analysis of data, events or information so as to arrive at a

systematic conclusion. Research is a procedure of the logical by systematic application of
fundamentals of sciences to the general and overall question of the study and scientific
techniques, which provides precise tools, scientific procedure and techniques, rather than optical
means for getting and ordering the data prior to the logical manipulation.
Research is a systematic investigation, including research development, testing and evaluation,
designed to develop or contribute to general knowledge.
2.1.2 Definition of research
 According to Robert Ross, “Research is essentially an investigation, recording and analysis

of evidence for the purpose of giving knowledge”.
 According to Cooks, “Research is an honest, exhaustive and intelligent searching for facts
and their meaning or application to a given problem”.
 According to Fred Ker Lenger, “Research is an organized enquiry designed and carried out
to provide information for solving problem”.
2.1.3 Research design
A research design is a logical and systematic planning and it helps in directing a piece of
research. Research design is the programme which guides the investigator in the process of
collecting, analyzing and interpreting observation. It provides a systematic plan for procedure for
the research to follow.
Task of defining the research problem is the preparation of research project popularly known as
the “research design”.
A research design is the arrangement of condition for collection and analysis of data in a manner
that aims to combine relevance to the research purpose with economy in procedure.

2.1.4 Statement of the problem
It has been recognized globally that Human Resource is the most important resource available to
the organization. In this competitive environment, organization are striving hard to increase
efficiency of the employees through better stress management program, seminars etc., thus the
study aims to provide solutions for better management of stress among employees so that it
helps them to be efficient in the work place.
2.1.5 Objectives of the study
 To know the level of stress among the employees of 3M Car Care, Kormangala.
 To identify the factors causing Stress among employees.
 To study about the effect of Stress on employees.
 To study the various methods through which stress can be minimized.
 To give valuable suggestions, that the superiors may consider as how to minimize stress of
the employees of 3M car care.
 To draw conclusion based on the given suggestions by the employees.
2.1.6 Scope of the study
All organizations are comprised of individuals having different personalities, attitudes, values,
perceptions, motives, aspirations and abilities. Individual responsibilities to work environment
are varied and their behavior is unpredictable. Employees stress is growing concern for
organizations today. The study will provide information regarding the level of stress among the
employees on which the company can look forward to reduce. This study helps to understand the
problem of employees and what they are actually expecting from the management regarding
stress management process conducted in 3M CAR CARE, Koramangala. The study covers the
opinions of 17 employees.

2.1.7 Review of literature
Bhargava, Deepti & Trivedi, Hemant. (2018). A Study of Causes of Stress and Stress
Management among Youth. IRA-International Journal of Management & Social Sciences (ISSN
2455-2267). 11. 108. 10.21013/jmss.v11.n3.p1. Stress is a condition of mental pressure for
particular individual facing problems from envi-ronmental and social well-being which leads to
so many diseases.
Holton, M. Kim & Barry, Adam & Chaney, Don. (2015). Employee stress management: An
examination of adaptive and maladaptive coping strategies on employee health. Work (Reading,
Mass.). 53. 10.3233/WOR-152145. Actual coping strategies employed may influence employees'
perceived stress management. Adaptive coping strategies may be more influential than
maladaptive coping strategies on perceived stress management. Results illustrate themes for
effective workplace stress management programs.
Cvb, Cv & Santhosh, N & Yanamandram, Venkatakrishnan. (2010). A STUDY ON

STRESS MANAGEMENT WITH SPECIAL REFERENCE TO A PRIVATE SECTOR UNIT.
Teratogenesis Carcinogenesis and Mutagenesis - TERATOGEN CARCIN MUT. 5. 441-444.
This study in SRF limited a technical textile business organization studies the stress factors for
the employees and recommends the solution for minimizing the stress effects. High stress jobs
refer to work, which involves hectic schedule and complex job responsibilities that result into
imbalance between personal and work life. This study is limited within the Low level of
employees.
IAEME, IAEME. (2012). A Study on Stress Management with Special Reference to a Private
Sector Unit. This study in SRF limited a technical textile business organization studies the stress
factorsfor the employees and recommends the solution for minimizing the stress effects.
Highstress jobs refer to work, which involves hectic schedule and complex job
responsibilitiesthat result into imbalance between personal and work life. This study is limited
within theLow level of employees.

2.2 RESEARCH METHODOLOGY
2.2.8 Meaning of research methodology
Research methodology is a way to find out the result of a given problem in a specific matter or
problem that is also referred as research problem. It is a procedure used in making systematic
observations or other obtaining data evidence or information as a part of a research, project or
study.
Research methodology is defined as a highly intellectual human activity used in the investigation
of nature and matter and deals specifically with the manner in which data is collected, analyzed
and interpreted.
2.2.9 Method of study
The survey method was conducted for collecting relevant information relating to the employees
stress in 3M Car Care. The methodology followed for this project is description methodology.
2.2.10 Data collection
Data collection is a process of preparing and collecting data and measuring information on
variables of interest. The data collection is done through-
 Primary data
 Secondary data
Primary data: The information is collected through personal interviews with the help of
detailed and structured questionnaire. The questionnaire set was in simple language so that it can
be understood by the respondents.
Secondary data: The secondary data was collected with the help of websites, and various other
books.

2.2.11 Tools for data collection
The main tools used for the survey were detailed and structured questionnaire and a sample of
which is enclosed in the annexure of this project.
2.2.12 Sampling techniques
Considered all 17 employees of the organization.
2.2.13 Sample size
17 respondents from different departments of 3M car care have been selected for the study.
2.2.14 Plan for analysis
The study is focused on the present employees of 3M car care to identify the techniques adopted
by the management to manage stress. Plan will be made to achieve the outlined objectives that
are required, data will be collected ,tabulated, analyzed with the help of tables ,percentage and
then application recommended will be made.
2.2.15 Limitations of the study
 The study was limited to 17 respondents only.

 The study is based on assumptions i.e., assuming that the employees have given right
information.
 Probability of one employee getting influenced by the answers of the other employees.
 No direct Interaction with the CEO.
 Busy schedule of the employees.
 Time Constraints: Period of study is limited hence data collected pertains only to a short
period of time. There may be variations in the result over a period of time.
 Information was collected through questionnaires and direct interaction hence there is a
chance of bias in both these methods.
 It was not possible to collect samples from all the branches of 3M car care in Bangalore
due to complex procedure required to get permission which is time consuming.

2.3 OPERATIONAL DEFINITIONS OF CONCEPTS
Stress management: Stress management can be defined as interventions designed to reduce the
impact of stressors in the work place. These can have an individual focus, aimed at increasing an
individual’s ability to cope with stressors. The goal of stress management is to help manage the
stress of everyday life.
Human resource management: According to G.R.Agarwal, “Human resource management is

a process concerned with the management of human energies and competencies for achieving
organizational goals through acquisition, development, utilization and maintenance of a
competent and committed work force in a changing environment”.
Human resource development: Human Resource Development (HRD) is the framework for
helping employees develops their personal and organizational skills, knowledge, and abilities.
Human resource development includes such opportunities as employee training, employer career
development, performance management and development, coaching, mentoring, succession
planning, key employee identification, and organizational development.
Fatigue: Fatigue is defined as “the general fall in efficiency of an employee resulting from
continuous work both physical and mental”.
Fatigue, also known as weariness, tiredness, exhaustion, or lethargy, is generally defined as a
feeling of lack of energy.
Monotony: Monotony is a state of mind caused by performing repetitive task .It is an attitude of
a worker towards his job. Monotony is caused due to performing the same task again and again.

2.4 CHAPTER SCHEME
Chapter 1 : Introduction
(This Chapter includes the theoretical background, Definition of the terms

used, importance and other aspects of the subject)
Chapter 2 : Research Study
(This Chapter includes the Brief Introduction to the research Study,

Objectives, Scope of the Study, Limitations, Review of Literature,
Methodology, Sampling, Research Tools used)
Chapter 3 : Company Profile
(This Chapter includes the History of the Industry, History in India and
about the Product)
Chapter 4 : Data Analysis and Interpretation
(This Chapter includes Data table in Figures, Analysis and interpretation

of the Table, Graphical representation)
Chapter 5 : Findings, Recommendations and Conclusion
(This Chapter includes the findings and presented in paragraph form, the
recommendations are more specific, and the Conclusion which justifies
the objectives of the Study)
Bibliography: (The reference made from textbooks, Journals, newspapers, magazines,

websites etc. are listed)

CHAPTER THREE
COMPANY
PROFILE
3.1 About the company
The 3M Car Care Store is a place where technology, people and "car care" converge. This is
where you, a car owner will appreciate the tremendous power of technology and 3M`s great
beliefs in human connect.
While we pride ourselves in the science that goes into development of each of the products used
at a 3M Car Care Store, it is also our endeavor to ensure that our customers understand our
varied range of services with utmost detail. This could be in the form of what products we use at
these stores, what process we adopt or even the chemistry and the physical science behind what
makes 3M products work so well.
So when you visit a 3M Car Care Store, you would meet an enthusiastic store manager who
loves what he does and will sometimes go overboard in explaining what wonders 3M products
can do on your car. He will take you through our range of services that can transform your car to
look like it’s just walked out of a showroom.
When you do happen to pick one of the several 3M car treatments, you can relax in the customer
lounge and see your car getting transformed into a beauty. You have the option of reading,
watching your favorite TV channel or working on your computer in a Wi-Fi enabled
environment while you sip a cup of coffee. Of course, the store manager would be around if you
wish him to discuss with him about how you can "Keep Your Car Looking New".
3M at a glance (year-end 2014)
 Global Sales: $31.8 billion International (non-US).

 Sales: $20.1 billion (63% of company`s total).
 Operations in more than 70 countries.
 3M products sold in nearly 200 countries.
 89,800 employees globally.
 2013 3M gives cash and product donations totaled $77 million.

3.2 Services
Watch your car get squeaky clean while you relax in the comfort of your house. Presenting 3M
Car Care Store to Door Service. A unique service that will bring in the 3M expertise and
treatments right at your doorstep. We’ll revive your car with a complete range of internationally
proven treatments and from car polish to restore that impeccable shine to providing pristine clean
interiors, we do it all!
List of services include:

 Wash and Wax.
 Exterior Treatments.
 Interior Treatments.
 Anti-Rust Treatments.
 Car Engine Treatments.
 Car Wraps.
 Paint Protection Film.
 Acoustic Solutions.
3.3 Explanation of services in detail
Wash and wax services  Waterless Car Wash.

 UV protection.
Exterior treatment services  Power Shine Exterior Treatment.
 Paint Sealant Program.
 Paint Shine & Shield Coating.
 Trizact™ Treatment.
Interior treatment services  Interior Premium Treatment.
 Interior GermKleen.
 Interior GermKleen Plus.
 Nomad™ Car Mats.
 Car Air Care Treatment.

Anti-rust treatment services  Underbody Coating.
 Silencer Coating.
 Internal Panel Protection Treatment.
Car engine treatment services  Diesel Fuel System Cleaner.
 Rodent Repellant.
Car wrap services  Design option.
Paint protection film services  Paint Protection Film.

 Venture Shield™ Paint Protection Film.
Acoustic solution services  3m acoustic solution.
3.4 Franchise stores in Bangalore
3m Car Care Ub City. Hrbr/Banaswadi. Jp Nagar.
Basavanagudi. Electronic City. Indiranagar.
Basaveshwaranagar. Dollars Colony. Hsr Layout.
Koramangala. Sarjapur. Whitefield.
Marathahalli. Sahakar Nagar. Yelahanka.
Rr Nagar. Sadhashivnagar.
NOTE: This research is undertaken at Koramangala branch.

3.5 Contact details
Koramangala
3M Car Care, No.4, St Bed, 80 ft Road, Opposite Vasudev Adigas Restaurant,
Koramangala, Bangalore - 560034.
Email ID: 3mcarcare.koramangala@gmail.com
Phone No - 9886023040
Toll Free Number - 1800-300-22-300
Working Hours
10:00 AM to 07:00 PM
Sunday to Saturday
3.6 A pictorial representation of interior and exterior of the company


CHAPTER FOUR
DATA ANALYSIS
AND
INTERPRETATION
4.1 INTRODUCTION
4.1.1 Analysis and interpretation
The analysis of data is the most skilled task in the research process. It calls for the researcher’s
own judgment and analysis. Analysis means a critical examination of the assembled and grouped
data for studying the characteristics of the object under study and for determining the pattern of
relationship among the variables relating to it.
4.1.2 Interpretation of data
The drawing of validity authentic inferences from the scientific analyzed data and presenting
these inferences unbiased is known as interpretation of data. It is through this process the
generally acceptable and correct conclusions are presented to common people.
4.1.3 Statement of the problem
It has been recognized globally that Human Resource is the most important resource available to
the organization. In this competitive environment, organization are striving hard to increase
efficiency of the employees through better stress management program, seminars etc., thus the
study aims to provide solutions for better management of stress among employees so that it
helps them to be efficient in the work place.
4.1.4 Objectives of the study
 To know the level of stress among the employees of 3M Car Care, Koramangala.
 To identify the factors causing Stress among employees.
 To study about the effect of Stress on employees.
 To study the various methods through which stress can be minimized.
 To give valuable suggestions, that the superiors may consider as how to minimize stress of
the employees of 3M car care.
 To draw conclusion based on the given suggestions by the employees.

4.1.5 Method of study
The survey method was conducted for collecting relevant information relating to the employees
stress in 3M Car Care. The methodology followed for this project is description and conclusion
in nature.
4.1.6 Data collection
Data collection is a process of preparing and collecting data and measuring information on
variables of interest. The data collection is done through-
 Primary data
 Secondary data
Primary data: The information is collected through personal interviews with the help of detailed
and structured questionnaire. The questionnaire set was in simple language so that it can be
understood by the respondents.
Secondary data: The secondary data was collected with the help of websites, and various other
books.
4.1.7 Tools for data collection
The main tools used for the survey were detailed and structured questionnaire and a sample of
which is enclosed in the annexure of this project.
4.1.8 Sampling techniques
SIMPLE RANDOM SAMPLING: refers to the sampling technique in which each and every
item of population is given equal chance of being included in the sample. The selection is thus
free from personal bias because the investigator does not exercise his discretion or preference in
the choice of items.
4.1.9 Sample size
17 respondents from different departments of 3M car care have been selected for the study.

4.2 TABLES, GRAPHS AND INTERPRETATION
4.2.10 Socio – Economic profile of the respondents
TABLE-1
Gender No. Of respondents Percentage
Male 15 88.2 %
Female 2 11.8%
Age(in years) No. Of respondents Percentage
18-23 8 47.06 %
24-29 6 35.29 %
30-36 2 11.76 %
37 and above 1 5.89
Marital status No. Of respondents Percentage
Single 13 76.5 %
Married 4 23.5%
Education qualification No. Of respondents Percentage
th
10 and below 13 76.5 %
12+ 2 11.8 %
Graduation 1 5.9 %
Post graduation 0 0%
Other technical qualification 1 5.9 %
Experience No. Of respondents Percentage
Less than 1 year 7 41.2 %
1 – 2 years 5 29.4 %
2 - 3 years 1 5.9 %
3 years and more 4 23.5 %
Source: field survey

4.2.11 Table and graph showing salary structure of the employees in their organization.
TABLE-2
Salary No. Of respondents Percentage
Below 10,000 8 47.1 %
10,000-15,000 6 35.3 %
15,000-20,000 0 0%
20,000 above 3 17.6 %
TOTAL 17 100 %
GRAPH-1
Salary structure
Below 10,000
10,000-15,000
15,000-20,000
20,000 above
Analysis: 47.1% of employees get a pay below 10,000, 35.3% employees get a pay of Rs 10000-
15000, 17.6% of employee have salary above 20,000 and none of employees are paid salary
above 15,000-20,000.
Interpretation: It is noted that the pay scale of the employees in the organization are paid
according to their experience and education qualification. Since most of the workmen are not
highly literate the average pay is below ₨10,000.

4.2.12 Table and graph showing the opinion of employees about the job in their
organization.
TABLE-3
Particulars No. Of respondents Percentage
Challenging 2 11.76 %
Interesting 15 88.24 %
Routine 0 0%
Boring 0 0%
TOTAL 17 100 %
GRAPH-2
Opinion about the job

16
14
12
10
8
NO. OF RESPONDENTS
6
0
Challenging Interesting Routine Boring
Analysis: It is observed from the survey that 88.24% of respondents feel the job is interesting.
11.76% of them feel it is challenging. None of them felt the job is routine or boring.
Interpretation: The workmen don’t find their work as challenging as compared to the manager,
which can be because of the manager having to hit the targets, talk to customers and satisfy the
customer expectation through the service provided.

4.2.13 Table and graph showing the opinion of employees about the working condition in
their organization.
TABLE-4
Satisfaction No. Of respondents Percentage
Highly satisfied 9 52.9 %
Satisfied 7 41.2 %
Dissatisfied 1 5.9 %
Highly dissatisfied 0 0%
TOTAL 17 100 %
GRAPH-3
Opinion about working condition

10
9
8
7
6
5
4 No. Of respondents
3
2
1
0
Highly satisfied Satisfied Dissatisfied Highly
dissatisfied
Analysis: 52.9% of employees are highly satisfied with the working condition of the
organization. 41.2% are satisfied, 5.9% are dissatisfied and none of the employees are highly
dissatisfied with the working condition of the organization.
Interpretation: Most of the respondents are highly satisfied with the working condition.
However, not all the respondents are extremely satisfied which can be because of the personal
work life imbalance or limited growth opportunity.

4.2.14 Table and graph showing the opinion of employees about the training programs
conducted in organization.
TABLE-5
Opinion No. Of respondents Percentage
Excellent 11 64.7 %
Good 5 29.4 %
Fair 1 5.9 %
Poor 0 0%
TOTAL 17 100 %
GRAPH-4
Opinion about training program
Poor
Fair
No. Of respondents
Good
Excellent
0 2 4 6 8 10 12
Analysis: Majority of the respondents are of the opinion that the training programs conducted in
the organization is of excellent quality. 29.4% of them had given good opinion. 5.9% of the
respondents had given a fair opinion. None of them mentioned that the training programs
conducted in the organizations are poor.
Interpretation: The training program can be made more effective if the senior experienced
employee gives training to enhance the productivity of new joined employee’s.

4.2.15 Table and graph showing the opinion of employees about the salary package
provided by the organization.
TABLE-6
Highly satisfied 0 0%
Satisfied 10 58.8 %
Highly dissatisfied 2 11.8 %
TOTAL 17 100 %
GRAPH-5
Opinion about salary package
Highly satisfied
Satisfied
Dissatisfied
Highly dissatisfied
Analysis: It is evident from the survey that 58.8% of the employees are satisfied with the pay
scale provided. 29.4% of the employees are dissatisfied with their pay scale. 11.8% of them are
highly dissatisfied with the pay scale provided. None of the employees are highly satisfied with
the pay scale provided.
Interpretation: Most of the employees are satisfied with the pay offered at 3M car care. Which
indicates the company is offering appropriate wages to the employees.

4.2.16 Table and graph showing the opinion of employees about the security factor offered
by the organization.
TABLE-7
Highly satisfied 8 47.1 %
Satisfied 8 47.1 %
Highly dissatisfied 0 0%
TOTAL 17 100 %
GRAPH-6
Opinion about security factor
Highly dissatisfied
Dissatisfied
No. Of respondents
Satisfied
Highly satisfied
0 2 4 6 8
Analysis: 47.1% of employees are highly satisfied with the security factor in the organization.
41.2% are satisfied, 5.9% are dissatisfied and none of the employees are highly dissatisfied with
the security factor in the organization.
Interpretation: From the personal interviews conducted it was found that the organization
provides efficient medical services to the employees through specialized doctors. Which is a very
important security factor to the employees.

4.2.17 Table and graph showing the frustration of employees related to work in the
organization.
TABLE-8
Category No. Of respondents Percentage
Always 1 5.9 %
Sometimes 11 64.7 %
Never 3 17.6 %
Rare 2 11.8 %
TOTAL 17 100 %
GRAPH-7
Fustration of employees related to work
Always
Sometimes
Never
Rare
Analysis: The majority of the employees are frustrated sometimes with their work, 17.6% of
them were never frustrated with their work. 11.8% of the employees rarely got frustrated with
their work. Only 5.9% of them are always frustrated with work.
Interpretation: Employees get frustrated sometimes when people hold them up to work
overtime. But when there is no excess work they do not face stress which is a positive sign.

4.2.18 Table and graph showing the stress causing factors among different levels of
employees in the organization.
TABLE-9
Factors No. Of respondents Percentage
Dealing with costumers/ colleagues 1 5.9 %
Administration 10 58.82 %
Need to hit targets 0 0%
None of the above 6 35.30 %
TOTAL 17 100 %
GRAPH-8
Stess causing factor among different levels
Dealing with costumers

Administration
Need to hit targets
None of the above
Analysis: It is observed from the survey that most of the respondents of all the levels of
employees cause stress because of administration work due to long working hours. 35.30% of
them have no stress causing factor in the organization. 5.9% of the respondents feel stressed
because of dealing with customers.
Interpretation: Most of the workmen face stress due to the administration policies present at
3M car care. and mostly because having to work for more than 9 hours on a peek days.

4.2.19 Table and graph showing the stress factor that the employees face in the
organization.
TABLE-10
Particulars No. Of respondents Percentage
Physical stress 4 23.52 %
Mental stress 7 41.17 %
Both 6 35.29
TOTAL 17 100 %
GRAPH-9
Stress factor
8
4
No. Of respondents
3
0
Physical stress Mental stress Both
Analysis: from the survey it is found that 41.17% of them suffer from mental stress, 35.29% of
them suffer from both physical and mental stress and least of them suffer from only physical
stress.
Interpretation: On average the employees face both mental and physical stress which can be co
related to cause stress in the body of a human being.

4.2.20 Table and graph showing the level of stress in the organization.
TABLE-11
Level of stress No. Of respondents Percentage
High 3 17.6 %
Medium 13 76.5 %
Low 1 5.9 %
TOTAL 17 100 %
GRAPH-10
Level of stress
Low
Medium
No. Of respondents
High
0 2 4 6 8 10 12 14
Analysis: from the survey it is found that 76.5% of respondents experience medium level of
stress, 17.6% of them feel highly stressed. 5.9% of respondent’s feels the level of stress is low.
Interpretation: Employees face medium level of stress in the organization because of being to
work more than 9 hours on peak hours.

4.2.21 Table and graph showing the impact of stress on employees in the organization.
TABLE-12
Category No. Of respondents Percentage
Headache 8 47.05 %
High BP 2 11.76 %
Digestive problem 0 0%
Nervousness 1 5.9 %
Hyper tension 5 29.4 %
None of the above 1 5.9 %
All of the above 0 0%
TOTAL 17 100 %
GRAPH-11
Impact of stress
9
8
7
6
5
4 NO. OF RESPONDENTS
3
2
1
0
Headache High BP Digestive Nervousness Hyper None of the All of the
problem tension above above
Analysis: It is observed from the survey that most of respondent i.e. 47.05% suffer from
headache , second is the hyper tension caused due to stress, third is high BP and 5.9% of
respondents suffer from nervousness and only 5.9% doesn’t suffer from any of the problem.
Interpretation: Most of the employees get headaches very frequently because of the stress that
they face in the organization.

4.2.22 Table and graph showing the strategy that the employees have adopted for
reducing their stress from work.
TABLE-13
Strategies No. Of respondents Percentage
Exercise 0 0%
Meditation 1 5.9 %
Listening to music 8 47.05 %
Take a walk 5 29.41 %
Spend time with children 1 5.9 %
Sleep 2 11.76 %
TOTAL 17 100 %
GRAPH-12
Strategy adoptes by employees
Exercise
Meditation
Listening to music
Take a walk
Spend time with children
Sleep
Analysis: Majority of the respondents spend their time listening to music to manage their
stress.29.41% of them take a walk, 11.76% among them sleep to reduce stress and only few of
them spend time in mediation and spend time with children to manage stress.

Interpretation: Most of the employees listen to music but the most important thing is to
exercise and meditate on a routine basis which none of the employees follow. So managers must
take steps to suggest the workers to meditate and exercise on daily basis.
4.2.23 Table and graph showing the strategies the employees prefer for effective stress
management.
TABLE-14
Measures No. Of respondents Percentage
Counseling 7 41.17 %
Job rotation 4 23.5 %
Leisure breaks 1 5.9 %
Socialization 0 0%
Sports activities 1 5.9 %
Recognizing good work 4 23.5 %
All of the above 0 0%
None of the above 0 0%
TOTAL 17 100 %
GRAPH-13
Employees prefer for effective stress management

8
7
6
5
4
3
2
1 No. Of respondents
0

Analysis: 41.17% of the respondents prefer counseling for controlling stress. 23.5% of them for
job rotation and reorganization of good work, 5.9% of respondents needs leisure breaks and
sports activities for controlling stress.
Interpretation: Employees can increase their productivity by having individual counseling

sessions with the superior which can boost their morale and confidence through motivation.

CHAPTER FIVE
FINDINGS,
SUGGESTIONS AND
CONCLUSION
5.1 FINDINGS
 Most of the employees in 3M car care are men.

 Most of the employees in 3M car care are aged between 18-23 years.
 Most of the employees are not yet married.
 Most of the workmen possess an educational qualification of 10th and below.
 Majority of the employees in the organization have been working there for more than 3
years.
 Most of the employees are paid below ₨10,000.
 All the workmen have similar opinion about the job and say they find their job is
interesting.
 Half of the employees are highly satisfied about the working condition in their
organization.
 Nearly 64% of employees said, the training programs conducted at 3M car care is
excellent.
 Most of the employees are paid appropriately and are satisfied with their salaries.
 All the employees are satisfied with the security factor in their organization. Job insecurity
is not a factor that induces stress in the employees.
 Employees sometimes get frustrated related to work.
 Most of the employees are affected by administration work due to long working hours.
 Most of the employees face mental stress rather than physical stress in the organization.
 Majority of the employees say their stress level in the organization is medium.
 Most of the employees face health issues like headaches when they are stressed.
 Most of the employees feel listening to music reduces their stress from work
 Most of the employees prefer counseling for effective stress management.

5.2 SUGGESTION
Superiors
Some valuable suggestions that the organization may consider are:

 Employees require better stress management programs.
 Seminars and workshops can be conducted exclusively for the employees of 3M car care.
 As most of the employees of 3M car care are not highly educated, those employees who
wish to study can be given a chance to study as an Open University student so that they can
enhance their knowledge. I strongly feel the superior should encourage the employees to
study as most of the employees are very young.
 Most of the employees have joined the organization as fresher with less than one year
experience in the organization, in order to retain employees for a long period of time the
superiors should:
 Give them few responsibilities that will allow them to grow.
 Respect and appreciate so that it will lead to a strong and enduring workplace culture.
 Give rewards that will emotionally connect the employees.
 The firm shall provide salary on the basis of quality of work performed by the employees
which can improve their productivity.
 The Superiors should make observations of situations which pressurize the employees and
try to solve it.
 The firm can work towards providing better working conditions, because out of 17
employees only few respondents were satisfied with the working condition. Hence it can be
improvised by providing safety measures like protective helmets, rubber gloves and hard
shoes etc. they must also get an opportunity for growth or incentives for meaningful work
 The training programs can be made more effective, by the senior experienced employees
training the fresher’s because it can increases the employee’s productivity.
 Employees feel the accommodation given by the organization is unhygienic hence, the
following measures can be implemented:
 If possible shift few employees to another rented house.
 Or by giving responsibility to, two of the employees every week to keep the room and
washroom hygienic and they can be permitted to come 1 hour late to the workplace.
 Under Sec. 59 and 33 as per Factories act of 1948 and Minimum Wages act of 1948 it is
mentioned that where a worker works in a factory or in any establishment for more than 9
hours in any day or for more than 48 hours in any week, he/she shall, in respect of overtime
work, be entitled to receive wages at the rate of twice his/her ordinary rate of wages. So, in
order to be in a safer side it’s suggested to pay minimum overtimes wages to the employees
before the inspector walks into the firm for inspection.
 Ask for employee’s honest feedback about the job and improvise on the loopholes.
 Appreciate the employees for the meaningful work they do and provide counseling to the
employees when they face problems. Because counseling is the discussion of a problem
that usually has emotional content with an employee in order to help the employees cope
within better.
Employees
 “We don’t grow when things are easy; we grow when we face challenges.” Challenges are
there in every work place. To handle the challenges one should stay calm in the stressful
situations, seek for an advice from people with experience, don’t be afraid to take risk and
always believe yourself that you can do it.
 Stress relieving exercises to feel your best, mentally and physically.
 Yoga.
 Breathing exercise.
 Meditation.
 Feel free to give feedback about the job to the supervisors.

5.3 CONCLUSION
Stress in the work place has become the black plague of the present century. to a large extent
stress at work is caused not only by work overload and time pressure but also by lack of rewards
and praises. Since the company is service oriented, the management should arrange some stress
managing programmes for their employee periodically.
The level of stress is medium at 3M Car Care; it can be reduced through the suggestions given to
the superiors. The major stressors identified in 3M Car Care are long working hours without
overtime wages, ill health of the employee and high expectation of the superiors. Workplace
stress affects the brain through headache, hyper tension and high BP. Stress can be minimized if
employees have positive attitude and meditation which will be helpful for coping up the stress.
Organization must value employee’s contribution and praise them for their meaningful work.
If we enhance the psychological well being and health of the employees, in the coming future the
organization would make more revenue as well as employee retention. Because it is said that, “A
Healthy Employee is a Productive Employee”.

BIBLIOGRAPHY
REFERENCES
A) Books
 H, New D.R Appannaiah , P.N Reddy, Human Resource management , Himalaya

Publications New Delhi , 2nd Revised Edition .
 K. Ashwathappa, Human Resource Management.
 KantiSwarup, P.K Gupta, Manmohan, Operations Research. Chand & Sons, 12th Edition
 Meena Nanda, Stress Management, India log Publications pvt Ltd.
 C.R. Kothari, Business Research Methods, New Age International Publishers, 2nd Edition
Reprint 2008.
B) Websites
 https://www.coursehero.com/MBA>MU0011>HRM P.3>HRM P.4

 http://humanresourcemanagement-rampriya.blogspot.com/HRM
 https://www.keka.com/5 major functions of HRM by Bhaswati Bhattacharyya
 https://www.Tuturself.com/HR professionals by Pallabi Sarkar
 https://www.jobsdb.com/HRM nature scope objectives and functions
 https://www.yourarticlelibrary.com/need of human resource management 6 valid reasons
by smriti chand
 http://carcarestores.3mindia.co.in
C) Journals
 Dr.S.Ganesan, International Journal of Business and Administration Research Review,

Vol.l, Issue.6, July - Sep, 2014, ISSN -2348-0653, P. 147.\
 Leon C. Megginson, Personnel and Human resources Administration, Richard D. Irwin Inc.
Homewood, Illinois 1977.
 Human Resource Management, Geet S.D., Deshpande A.D. & Mrs. Deshpande Asmita A.,
NIRALIPRAKASHAN, First Edition, Jan. 2009, P.24.
D) Research paper
 Ranjini Ramachandran, K.Parimalakanthi. A Study on Stress Management among

Employees of Manjilas Group Of Companies. International Journal of Scientific
Engineering and Applied Science (IJSEAS) – Volume-1, Issue-8, November 2015.
ISSN: 2395-3470
 Sumathi Vadivel, Ramaswamy Velmurgan. An Empirical Study on Work Stress among the
Employees in Textile Industries with Special Reference to Erode District. International`
Journal of Management Research and Review. ISSN: 2249-7196
 R. Gomathi, R. Deepika. A Study on Stress Management among Employees at Sakthi
Finance Limited, Coimbatore. International Journal of Science and Research (IJSR), India
Online ISSN: 2319-7064
 N.A.Anbarasan, C.Jaganath. A Study on Stress Management among Employees in
Information Technology Sector at Chennai City. International Journal of Advance Research
in Business Management and Administration. ISSN: 2348-2354
 Harish Shukla, Rachita Garg. A Study on Stress Management among the Employees of
Nationalized Banks. Voice of Research. ISSN: 2277-7733
 Nirmala.R. A Study on Stress Management among the Employees of Banks. International
Journal of Science, technology and management. ISSN: 2394-1537
 Colin Oommen Joshy. Analysis of Stress Management among Employees in the IT Sector
in India and Ireland. School of Business.
 Preeti Sarda. A study of Stress Management among the Employees of Ozone Hospital
Hyderabad. International Journal of Modern Trends in Engineering and Research.
ISSN: 2393-8161
ANNEXURE
QUESTIONNAIRE
I S Guru Deepak Reddy pursuing my final year BBA, from St. Josephs Evening College, as a
part of my curriculum i am doing this research for my academic purpose, In your 3m car care,
below are few questions related to stress management, I request you to please fill in your
valuable answer which will be confidential, kindly do the needful.
Thank You.
1) Name :
2) Age(in years) :
3) Sex :
4) Educational qualifications :
⃝10th + ⃝12th + ⃝Graduation ⃝Post graduation ⃝Any other technical
qualification
5) Marital status :
⃝Single ⃝Married
6) Experience :
⃝ Less Than 1 Year ⃝ 1 – 2 Years
⃝ 2 - 3 Years ⃝ 3 years and more
7) Monthly income (in rs) :
⃝ Below 10,000 ⃝ 10,000-15,000
⃝ 15,000-20,000 ⃝ 20,000 above
8) What is your opinion about your job :
⃝ Challenging ⃝ Interesting
⃝ Routine ⃝ Boring
9) What is your opinion about the working conditions in the organization :
⃝ Highly satisfied ⃝ Satisfied
⃝ Dissatisfied ⃝ Highly dissatisfied
10) What is your opinion about the training programs conducted in your organization :
⃝ Excellent ⃝ Good
⃝ Average ⃝ Bad
11) What is your opinion about the salary package provided by the organization :
12) What is your opinion about the security factor in your organization :
13) Do you feel frustrated Related to your Work?
⃝ Always ⃝ Sometimes
⃝ Never ⃝ Rare
14) Stress causing factors among different levels of employees :
⃝ Dealing with costumers/ colleagues ⃝ Administration
⃝ Need to hit targets ⃝ Long working hours
15) Which stress factor do you face in the organization :
⃝ Physical stress ⃝ Mental stress
⃝ Both
16) Level of stress in your organization :
⃝ High ⃝ Normal
⃝ Low ⃝ Very low
17) Do you experience any of the following problems when you are stressed?
⃝ Headache ⃝ High BP
⃝ Digestive problem ⃝ Nervousness
⃝ Hyper tension ⃝ None of the above
⃝ All of the above
18) What is the strategy that you have adopted for a reducing your stress from work :
⃝ Exercise ⃝ Meditation
⃝ Listening to music ⃝ Take a walk
⃝ Spend time with children
19) Which among the following strategies do you prefer for effective stress management :
⃝ Counseling ⃝ Job rotation
⃝ Leisure breaks ⃝ Socialization
⃝ Sports activities ⃝ Recognizing good work
⃝ All of the above ⃝ None of the above
20) Do you have any suggestions to improve the stress management program in your company?
Kindly give your valuable suggestion.
WHILE TRANSFERRING DATA AND MAKING CHARTS USING
MICROSOFT EXCEL WORKSHEET 2007
WHILE RECEIVING COMPANY LETTER BY MANAGING DIRECTOR

OF 3M CAR CARE, KORAMANGALA ON 20.FEBUARY.2019

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A Project Report, Submitted in Partial Fulfillment of The Requirements of The Bachelors of Business Administration Degree.

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ST. JOSEPH’S EVENING COLLEGE, BANGALORE – 560 025.

(AUTONOMOUS, AFFILIATED TO BANGALORE UNIVERSITY)

(A project report, submitted in partial fulfillment of the requirements of the

Department of Business Administration,

S GURU DEEPAK REDDY

UNDER THE GUIDANCE OF

Place: Bangalore Name: S Guru Deepak Reddy

S Guru Deepak Reddy

LIST OF TABLES & GRAPHS

1.1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

1.1.1 Concept of HRM

St. Joseph’s Evening College (Autonomous) 1

1.1.2 Definition of HRM

 According to Decenzo and Robbins

 According to Gary Dessler

 According to G.R. Agrawal

St. Joseph’s Evening College (Autonomous) 2

 According to Dunn and Stephens

1.1.3 Functions of HRM

St. Joseph’s Evening College (Autonomous) 3

In most organizations, the personnel or HR department establishes policies and coordinates

St. Joseph’s Evening College (Autonomous) 4

We shall now discuss the operative functions of HRM.

Procurement: Procurement refers to a series of activities undertaken by the HR managers for

Development: Development here refers to both employees’ training and management

St. Joseph’s Evening College (Autonomous) 5

1.1.4 Other functions of HRM

 Human resource or manpower planning.

1.1.5 Objectives of HRM

 To help the organization reach its goals.

St. Joseph’s Evening College (Autonomous) 6

1.1.6 Scope of HRM

Personnel aspect- This is concerned with manpower planning, recruitment, selection,

Industrial relations aspect- This covers union-management relations, joint consultation,

1.1.7 Need of HRM

1.1.8 Features of HRM

 It is pervasive in nature as it is present in all enterprises.

St. Joseph’s Evening College (Autonomous) 7

 It is all about people at work, both as individuals and groups.

1.1.9 Major influencing factors of HRM

 Size of the workforce

1.1.10 Futuristic vision of HRM

St. Joseph’s Evening College (Autonomous) 8

St. Joseph’s Evening College (Autonomous) 9

1.2 INTRODUCTION TO STRESS MANAGEMENT

1.2.11 Introduction to stress

1.2.12 Meaning of stress management

Stress management refers to a wide spectrum of techniques and psychotherapies aimed at

St. Joseph’s Evening College (Autonomous) 10

1.2.13 Types of stress

1.2.14 Causes of stress

St. Joseph’s Evening College (Autonomous) 11

1.2.15 Extra organizational stressors

• Economic and Financial conditions.

• Race and class.

• Residential or Community conditions.

• Social and technological change.

1.2.16 Organizational stressors

1.2.17 Macro level organizational stressors

• Unfair, arbitrary performance reviews.

• Lack of participation in decision making.

St. Joseph’s Evening College (Autonomous) 12

1.2.18 Group stressors