INTRODUCTION

1.1 STRESS MANAGEMENT

Long working hours, night shifts and a sedentary lifestyle make

people employed at information technology companies prone to heart disease
and diabetes, the report said. There have also been growing reports of mental
depression and family discord in the industry. Infosys Technologies Ltd.,
India’s second-largest software exporter, has a 24-hour hot line for employees
suffering from depression to access psychiatrists. Infosys introduced a work-
life balance plan after a 24-year-old employee suffered a heart attack several
years ago. India’s per capita health spending of $7 is one of the lowest in the
world and is a fraction of what the United States spends -- $2,548, according to
a 2006 WHO report.

Several recent studies have highlighted the links between work-

related stress, violence at work, the abuse of drugs and alcohol and tobacco
consumption. These studies tend to suggest that stress at work plays an
important role in the development of negative individual and organizational
factors and forms a common element linking working conditions, substance
abuse and violent acts. Stressful work may contribute to the development of a
desire among workers to reduce tension by drinking, using drugs and other
harmful substances. Thus in my project work done at KANYA SPIN MILL is
focusing on the topic Stress management in KANYA SPIN MILL, how does
stress affects employees of KANYA SPIN MILL and how do they cope up
with stressful conditions.

Job stress can be defined as the harmful physical and emotional

responses that occur when the requirements of the job do not match the

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capabilities, resources, or needs of the worker. Job stress can lead to poor health
and even injury."

[Stress at work, United States National Institute of Occupational

Safety and Health, Cincinnati, 1999.]

Stress is the reaction people have to excessive pressures or other types

of demand placed on them."

Stress is physical, mental and chemical reasons to circumstances that

frighten, confuse, endanger or irritate. If the stress is controlled it works like a
friend and strengthen to encounter many failures. Stress can be taken as
negative value as well as positive value. consider, for example when you
undergo annual performance review at work, you feel stress because you
confront opportunity, constraints, and demands. A good performance review
may lead to a promotion, greater responsibility, and high salary. But a poor
review may prevent from getting the promotion. An extremely poor review
might then even result in being fired.

The costs of stress

The stress is so widespread; it has a very high cost for individuals,

companies and organizations, and for society. For the individual, in addition to
the devastating impact of the serious health impairments referred to above, the
loss of capacity to cope with working and social situations can lead to less
success at work, including loss of career opportunities and even employment. It
can give rise to greater strain in family relationships and with friends. It may
even ultimately result in depression, death or suicide. For the company or
organization, the costs of stress take many forms. These include absenteeism,
higher medical costs and staff turnover, with the associated cost of recruiting
and training new workers. It has also been shown in recent years that stress
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takes a heavy toll in terms of reduced productivity and efficiency. Stress is not
necessarily dysfunctional. Some people work well only under a little stress and
find they are more productive as a deadline approaches. Others find that stress
may result in a search that leads to a better job or to a career that makes more
sense, given their aptitudes.

1.2 SIGNIFICANCE
This study is focusing on the stress where employees are not mentally
prepared for the pressure in the company. So the stress themselves too much
suffer in the organization. Through my thesis I wish to find out what cause
stress and how far the workers mentally fit to face these stress which would
enrich my knowledge and also I put forward some valuable suggestion of
employees on how to reduce stress and how management can do anything so
that would satisfy employees which will in turn help the organization to achieve
its goals more effectively and efficiently. This study defines stress as relation of
individuals to new or threatening factors in their work environment.

1.3 SCOPE OF THE STUDY

This study has great scope because Stress will badly affect the
employees both at work and in personal life. If stress is managed properly it will
be beneficial to employee as well as the organization. Thus Kanya Spin Mill can
take preventive measures to overcome stress before it becomes serious problem
in the organization

1.4 NEED OF THE STUDY

1.5 OBJECTIVE

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 1. To study sources of stress in KANYA SPIN MILL
2. To find out need for a stress management programmes
3. To find possible measures to reduce stress at work
4. To give an overview on how does stress affects badly the employee
and the organization.

1.6 LIMITATIONS OF STUDY

The researcher faced the following limitation while doing this project

a) Data collection was difficult due to busy work schedule

b) The study was conducted within a short period so it’s not
possible to study all the aspects in detail.
c) The time factor is a reason that respondents feel it an
unnecessary inference in the study.
d) Respondents may have hid some facts due to the fear of
management.

1.7 CHAPTER SCHEME

The presentation study on stress management with reference to

KANYA SPIN MILL government limited, kanyakumari district has
be an organization in the high chapter.

1. The first chapter deals with introduction, statement of

problem, scope, need, objectives, limitation of the study
and chapter scheme.
2. The second chapter deals with review of literature

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3. The third chapter deals with company profile, industry
profile and product details.
4. The fourth chapter deals with research design, source of
data, sampling technique, tools of analysis and
percentage analysis.
5. The fifth chapter deals with analysis and data
interpretation.
6. The sixth chapter deals with finding, suggestion and
conclusion.

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 CHAPTER 2

REVIEW OF LITERATURE
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2.1 STRESS

In modern life is full of stress. Stress on individuals ranges from

personnel day to day life to their organisational activities. The college students
may experience stress in meeting the academic demands peoples on the job,
business men may suffer stress to reach office in timw and to complete the
projection time even the house hold ladies may experience stress in managing
the home affairs and to look for the maid servant.

A lot of research has been conducted in to stress over the last hundred
years some theories about it are now settled and accepted others are still being
research and dated

Hans selye was one of the following features of research on stress. He

stated in 1956 the stress is not necessarily something bad. It all depends on how
we take it. Stress can be due to various reasons and streee in many causes
tension, depression, anxiety at stress is physiological imbalance.

DEFINITION OF STRESS

Stress defined as adaptive responses to an external situation that

result in physical, psychological and behavioural deviations for organizational
participations. Stress understands as an individual’s reaction to a disturbing
factor in the environment.

Ivan Ench and Matte Son define stress simply as the interaction of
the individuals with the environment.

TYPES OF STRESS

 Eustress or Positive Stress

 Distress or Negative Stress

Eustress or Positive Stress

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 It occurs when your level of stress is high enough to motivate you
to more into action to get things accomplish

Distress or Negative Stress

It occur when your level of stress is either too high or too low and
your body and or mind begin to respond negatively to the stressors.

STAGES OF STRESS

 Alarm stage
 Nuisance
 Exhaustion

TECHNIQUES OF STRESS MANAGEMENT

 Self-understanding
 Self-awareness
 Self-management
 Relationship management
 Social awareness
 Conflict resolution
 Positive attitude
 Self-talk
 Autogenic training
 Breathing
 Meditation
 Proper exercise
 Diet control
 Relaxation
 Yoga practice
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  Learning better communication
 Reduce over expectation
 Reduce over emotion

RECOGNIZING A STRESSOR

Before managing stress, it is important to recognize whether you

are under stress or out of it. Many times even if we are under the influence of
stressful condition and our body reacts to it internally as well as externally be
failing to realize that we are reacting under stress. Thus also happens when the
causes of stress are there long enough for us to get habituated to them. The body
constantly tries to tell us through symptoms and learn to cope with situation. We
cope better with stressful situation when we are compelled into such situation
against our will or knowledge more often than not we will at the face of
unknown and imagined threats.

Symptoms are Organized Into The Following Section

 Short term physical symptoms

 Short term performance effects
 Long term physical symptoms
 Internal symptoms
 Behavioural symptoms

Short Term Physical Symptoms

These mainly occur as your body adapts to perceived physical

threat and are caused by release of adrenaline, although you may perceive these
as unpleasant and negative they are signs that your body is ready for the
explosive action that assist survival or high performance.

 Faster heartbeat

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  Increased sweating
 Cool skin
 Cold hands and feet
 Feeling of naustrea or butterflies in stomach
 Rapid breathing
 Tense muscles
 Dry mouth
 A desire to urinate
 Diarrhoea

Short Term Performance Effects

While adrenaline helps you survive in a flight or fight situation it

does have negative effects in situation where this is not the case

 It interfaces with clear judgment and makes it difficult to take the

time to make good decision.
 It can seriously reduce your enjoyment of your work
 Where you need good physical skills it gets in the way of fine
motor control.
 It causes difficult situation to be seen as a threat not a challenge
 It damages the positive frame of mind you need for high quality
work by promoting negative thinking , damage self-confidence
narrowing attention , distrusting focus and concentration and
making it difficult to cope with distraction.
 It consumes mental energy in distraction, anxiety, frustration and
temper. This is the energy that should be devoted to the work in
hand.

Long Term Physical Symptoms

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 These occur where your body has expand to adrenaline over a long
period. One of the ways adrenaline prepares you for action is by diverting
resources to the muscles from the area of the body which carry our body
maintenance. This may show up in the following ways.

 Change in appetite
 Frequent colds
 Illness such as asthma, back pain, digestive problem, headaches,
skin eruption, sexual disorders, aches and pains, feeling of intense
and long term tiredness.

Internal Symptoms of Long Term Stress

When you are under or have been tires for long period of time you
may find that you are less able to think clearly and rationally about the problem.
This can lead to the following internal emotional upsets.

 Worry or anxiety
 Confusion can inability to concentrate or make decisions
 Feeling ill
 Feeling out control or overwhelmed by events
 Mood changes
 Depression
 Frustration
 Hostility
 Helplessness
 Impatience
 Restlessness
 Being more lethargic
 Difficult sleeping
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  Intake of more alcohol and smoking
 Changing eating habits
 Reduces sex drive
 Relying more on medication

Behavioural Symptoms of Long Term Stress

 talking too fast or too loud

 yawing
 fiddling and twitching nail bitting, grinding teeth, drumming
fingers, packing etc.
 bad moods
 being irritable
 Defensiveness
 Being critical
 Aggressive
 Irrationality
 Overreaction and reacting emotionally
 Reduced personal effectiveness
 Being more forgetful
 Making more mistakes
 Being more accident prone
 Changing work habits
 Increased absenteeism
 Neglect of personal appearance

Symptoms Of Stress Which Causes Various Psychological

Changes

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 When you are stressed you produces more of so called fight or
fight chemicals which prepares your body for an emergency. Adrenaline and no
Adrenaline raise your blood pressure increase the rate at which your heart beats
and increase the rate at which you prepare. They can also reduce blood flow to
your skin and reduce your stomach activity. Over time these chemicals and the
changes they produce can damage your physical and mental health. For example
more quickly, prepare more have palpitations or suffer from various aches and
pains such as

 Chest pains
 Constants tiredness
 Constipation or diarrhoea
 Cramps or muscles spams
 Craving for food
 Dizziness
 Fainting spells
 Lack of appetite
 Nail biting
 Feeling sick
 Frequent crying
 Nervous twitches or muscles spams
 Pins and needles
 Restlessness
 Sleeping problems
 A tendency to sweat
Emotional Changes

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 When you are stressed you experience many different feelings including
anxiety, fear, anger, frustration and depression. These feeling can themselves
produce physical symptoms making you feel even worse.

Behavioural changes
When you are stressed you may behave differently. For example you may
become withdraw indecisive or inflexible you may not be able to sleep properly.
You may be irritable tearful all the time

CAUSES OF STRESS

Threat

A personal threat will lead a person to feel stressed. This can include
physical threat , social threat, financial threat and so on. In particular it will be
worse when then person feels they have so responses that can reduce the threat
as this affects the need for a sense of control . generally speaking any threat to
needs is likely to lead stress being experienced

Fear

Threat can led to fear which again leads to stress. Fear leads to imagine
outcomes which are the first real source of stress.

Uncertainty

When we are not certain we are unable to predict and we are not in
control and hence may feel fear or feel threatened by that which is causing the
uncertainty.

STRESS AT WORK

Six key of stress factors are followed :

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  The demand of the job
 The staffs are controlled over how they do their works
 The support they receive from colleagues and superiors
 Their relationships with collagenous
 Whether they understand their roles and responsibilities
 How far the company consult staffs over workplace changes.

Other Stress Indicators Include

 Sickness absence
 High staff turnover
 Poor communication between teams
 Bullying
 Lack of feedback on performance
 Value and contribution
 Technological change
 Lack of clarity in roles and responsibilities
 dissatisfaction with non-monetary benefits
 working long hours
 boring and mundane work
 one-off incidents
 uncomfortable workplace
 lack of training

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 CHAPTER 3

3.1 INDUSTRIAL PROFILE

The organized cotton textile industry is one of the oldest and most
firmly established major industries. At present there are 1175 mills in the

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country 1906 spinning mills and 269 composite mills with 28 million spindles
and 1.6 lakhs blooms, 132 mills where closed on march 1994

The structure of textile industry is extremely complex with the

medium sophisticated and highly mechanized mill sector on the one hand the
hand spinning and hand weaving (hand loom) sector on the other. In between
falls the decentralized small scale power loom sector. If we include all the three
sector the cotton and synthetic textile industry is the largest in the country
accounting for about 17 million people and contributing nearly 30 percent of the
value export. The indian textile industry is predominantly cotton based with 70
percent fabric production being for by cotton.

The mill sector production of all fabric has been declined over the
year mainly because of the intense competition offered by the decentralized
sector in the production of 100% man made fabric is complete and the mill
sector is almost wiped out from this field.

The cotton textile industry consist of three distinct categories in the

organized sector. They are :

 Spinning mills
 Coarse and medium composite mills
 Fine and superfine mills

Spinning mills are generally small in size. Course and medium

composite mills are not able to adjust their cost in the face o rising prices of raw
material and like in wages consequently many of them become uneconomic
units and superfine composite use foreign cotton. They are not subject to stock
restriction and can therefore carry on stable production program.

The consumption of cotton fabric has decreased considerably due

to the entry of manmade fabric. The wash and wear qualities of polyester and
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blended fabrics reduce the maintenance including the cost in terms of washing
and ironing of the clothes. Consequently, there is a shift in consumption in
favour of polyester and blended fabrics.

TEXTILE SECTOR

i. Textile Mills
Textile sector in tamilnadu has been a forerunner in providing
massive employment, and it is predominantly spinning oriented and that too of
cotton spinning. There are 2950 large, medium and small spinning mills in India
of which are located in tamilnadu. These include 17 co-operative spinning
mills , 8 National textile corporation mills and 26 composite mills. The
spinning capacity of these mills is 16.44 million spindles with a labour force of
about 2.31 lakhs. The quantity of yarn produced by this state is slightly more
than one third of the total yarn production in the country.
During the year 2004-2005, 3223.52 million kg yarn wa produced
in the country of which tamilnadu contribute 2161.98 million kg yarn.
Successively this state is the no. 1 producer of varieties of yarn in the country.
ii. Co-operative spinning mills
In Tamilnadu 18 co-operative spinning mills were setup between
1958 to 1985 with spindle capacity of 4.70 lakhs with the object of supplying
good quality yarn at reasonable rates to meet the requirement of hank yarn by
the handloom weaver’s co-operative societies and cone yarn by the power loom
weaver’s co-operative societies.
Out of 18 co-operative spinning mills setup in tamilnadu the
following 5 co-operative spinning mills are functioning at present.
 Bharathi co-operative spinning mills, Ettayapuram.
 Anna co-operative spinning mills, Andipatti
 Dharmapuri district co-operative spinning mills, Uthanagarai
 Pudhukottai district co-operative spinning mills, Arunthangai.
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  Kanyakumari district co-operative spinning mills, Aralvaimozhi

PROBLEM FACED BY TEXTILE INDUSTRY

The cotton mill industry from in competent and selfish managing

agents and directors who were more interested in their own profit. They did not
take sufficient interested in accumulating financial reserves or improper
maintenance of machine and modernisation. The vote of trade was also rather
very unsatisfactory. But the major reason government textile policy and growth
of poor loom sectors. The chief reason can be stated as below

1. Government control and heavy exercise activities

The cotton textile industry has suffered badly due to wrong and
often confused policies of government. The government used to fix the price of
cotton which led to discernment among the manufacture.
2. Problem of raw material
The industry faces the problem of building up a regular supply of
its raw material cotton in adequate qualities. Deposit the importance of industry
and the long period of its growth the position of raw material has remained
unstable
3. Problem of power
The textile industry in our country has suffered badly due to lack of
power supply and frequent power cuts and loading scheduling. The
inadequate of coal has added up to the grievance
4. Absolute machine and need for modernization
More than 80% of the cotton mill has been out-dated and would be
scrapped. The need for replacement and modernization is felt the most due to
excessive competition from foreign manufactures
5. Competition from decentralized sector

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 An important factor for the growing sickness of the mill sector is the
growth of decentralized allowed excise concession and other privileges such as
exemption from the production of controlled cloth. This organized so the level
of wages was much lower than the other mills
6. Government takes over of sick mills
The government setup the natural textile corporation to run the sick
industries of pumping large amount of money but the too it is incurring losses
and people at large feel that it would have been better if they would have close
those units. The reason for the loss is old machinery and excess labour

MODERNIZATION OF VARIOUS PROCESSES

Modernization in the spinning weaving and processing sector shall be

undertaken on the basis of carefully identified need of each until as to
installation of balancing equipment renovation of exist in machine replacement
and technology up gradation. The fund for this purpose will be provided by
IDBL. In order to generate internal resource a textile modernization fund has
been created, liberal import policy for machine not available in India.

RECENT GOVERNMENT POLICIES

The textile modernization fund was setup in 1986 with an order of

Rs.750 cores has received till from the mill.

a) The government has setup NTC for the remaining of sick mills and
modernization of sick mills. The government has setup NRE (national
renewal fund) handle the voluntary scheme.
b) Other program include technological up gradation of giving and pressing
operation and of gradation of capacity of centralized power loom. Under
the new liberalized industrial policy the textile was among the many
industries deli censed under the new policy. No prior approval of the
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 government is required to set up textile units or expand capacity of
existing power loom expect location clearance.
c) The government has made changes in import policy to give a till up to the
export sector and to provide more facilities for providing import of
capital goods at concessional rate

The government announced a new export entitlement policy.

Generally known as quota policy for the export of varies textile to certain
countries

3.2 COMPANY PROFILE

The kanyakumari district co-operative spinning mills ltd,

Aralvaimozhi is one among the 18 co-operative spinning mills in tamilnadu.
The mill was started in the year 1963. But the commencement of production
was started in 1965. The total area of the mill is 42acres. The mill is situated at
Aralvaimozhi, 14kms away from Nagercoil.

During this period the mill installed 24,960 spindles. In order to

supply varieties of yarn to the weavers in the mill, there where machines of
producing yarn of different counts 20s, 30s, 40s,60s,80s. in addition the mill
produced cotton/polyster yarns of 52s, 62s and 2/80s. Four generators were
installed in order to run the mill during power shortage. South Indian mills
concentrate mostly on spinning and supply of yarn to the handloom sector, k.k
dist co-operative spinning mills ltd. Aralvaimozhi is also one of them which
produced in this area have been well known all over the country

GEOGRAPHICAL COVERAGE

The study unit is located at Aralvaimozhi in kanyakumari district

which is 14kms to the east of Nagercoil. This district depends upon seasonal
rain. The agricultural operation totally depends upon the rainfall. There are
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dams for irrigating the lands in kanyakumari district. Moreover this district has
come under industrially backward area. This area is not rich in minerals except
the rate earth in Manavalakurichi. The windmills are installed in this area which
helps to reduce the shortage of power supply.

POWER

Productive of IMW power from non-conventional sources.It is nature

gift that mill is located in the area which is the best in India for harvesting wind
energy. The mill wind farm is the first in the co-operative sector. The mill has
commissioned 7 no’s 250kw WEG at mill premises under non-conventional
energy sources. The mill will meets out 30% power requirement. This project is
completed and commissioned in to production under INDIAN RENEWABLE
ENERGY DEVELOPMENT AGENCY, NEW DELHI. Long term loan and
financial assistance from NCDC and tamilnadu government.

CAPITIVE POWER

After the implementation of energy saving mill requires 1250kva

power from 1550kva to run its full capacity. At present the mill is having 5
generators sets total capacity of 1462kav. The mill has been maintained at
1050kva

STARTING DETAIL ABOUT THE MILL

Date of registration : 02.10.1963

Date if commercial production : 09.12.1965

Inaugurated By : Sri. M. Bhathvastsalam

(Chief Minister Of TamilNadu )

Presiding Over This Function : Sri.R.Venkat Raman

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 (Minister Of Industrial Tamilnadu)

Building up area : 1.4 lakhs sq.fts

Capacity spindles : 1965-74=12000

1965

1975-84=12960 (1979)

1979-80

AUDIT OF ACCOUNT

Two types of audit are carried out in kanyakumari district. Co-

operative spinning mills ltd, Aralvaimozhi internal and external audit. Internal
audit are carried out by their staff through the financial year. External audit is
carried out by co-operative auditors, examined by deputy directors of co-
operative audits, Nagercoil and certificate of audit by joint director of co-
operative audits.

PAST ACHIEVEMENT

The mill has got many laurels and certificates of merit by different
forums of the textile industry to all India level and state level.

OBJECTIVES

The main objectives of the mill is to produce good quality yarn to

be supplied to weavers co-operative societies at reasonable price fixed by
directors of handloom and textiles, Chennai and to provide employment to the
handloom weavers, adi dravidians and rural youths

SHARE CAPITAL

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 The authorised and paid up share capital of the mill detailed below
Authoried share capital rs 60000 lakhs , Paid up share capital rs 505.43 lakhs

PRODUCT

The mill producers both hank yarn and cone yarn in 20s, 30s, 40s,
60s counts, the mill produces good quality of yarn to be supplied to weavers co-
operative societies

CONSUMER

The tamilnadu handloom weavers co-operative society ltd, Chennai (co-

optex) is the major consumer of the year

RAW MATERIAL

The basic raw material used in production of yarn is cotton.

Performance Of The Mill

The current performance of the mill is good but it has some problem in making
and financial flow. The mill suffers from insufficient fund and also there is still
no standard yarn marketing strategies.

Employee DETAILS

The permanent workers of spinning mill is 255, daily coolies is 52 and 90 staff
members are working in the mill. Totally 326 workers are working in the mill.

Shift Work

 one shift means 8 hours of work

 1st shift is from 12.00 am to 7 am
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  2nd shift is from 7 am to 3.30 pm
 3rd shift is from 3.30pm to 12 am
 Administrative office time 9.30 am to 5.30 pm

WELFARE FACILITIES

Uniform

 Two sets terri cotton uniform

 Four no’s banyans
 These are provides once in two years for workers and staff
 Two no’s of towel once in a year
 A pair of chapels to staff once in a year as well as to workers.

Canteen

Free tea supplied to workers and staff two times in every shifts and with
free tiffin in full night shift workers.

E.S.I

The employee’s state insurance scheme is in force in the mill.

Group Insurance

The group insurance scheme and group gratitude scheme with life
Insurance Corporation of India is introduced since 1990 for the benefits of
employees.

Labour Welfare Officer

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 In order to maintain smooth relationship between management and
labour, a labour welfare officer is in employment

Bonus Of Excreta

Workers were given 8.33% bonus and 8.17% exgriatia.

Festival Advance

For festival the labour are given advance recoverable in 10 monthly

instalments. Beside the labour are given the benefits of purchasing clothes from
co-opted and Kathie depot o credit, payable in monthly instalment.

Family Planning Insurance

To encourage family planning the mill provide rs.700 as incentive and 7

days special casual leave with pay to employee helps who undergone family
planning sterilization or by their better half.

ORGANISATIONAL STRUCTURE

Managing director

Administration Factory
officer 26
 Accountant Labour welfare Assistant factory Assistant Factory
office manager Manager
(Maintenance)

Establishment
assistant
Supervisor

Cotton /yarn
assistant Head Time
Operator

cashier Assistant Time

Keeper

Computer
operator Store Keeper

3.3 PRODUCT PROFILE

Production process flow chart

Mixing

Blow room

Carding

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 Carded yarn Combed yarn

Drawing Lap former

Drawing Comber

Fly frame Drawing

Drawing

Fly frame

Spinning

Cone Yarn Double Yarn

Cone packing reeling winding

Cone packing building doubling

Operational Concept

Hank yarn

Hank yarn is the output of the reeling process in production.

Cone yarn

Corn yarn is the output of the winding process in production

Spindles

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 The slot apparatus with which yarn was spin

Rotors

The rotor is the moving portion and contains conductors to establish the
shape the magnetic field that will interact with those produced by stator.

PRODUCTION PROCESS

The processing sequence will vary according to the variety of workers of

yarn spun i.e cared or combed type of yarn that is single or double and
according to the type of package that is hank cone.

Mixing

Various types of cotton are grown in our country. The cotton are graded
according to the various fibre properties like length, strength, maturity, fitness,
colour etc. these properties vary in different varieties of cotton. Some cotton
may have better fitness and maturity etc.

This work of blending the different cotton together is done in the mixing
department. Where the different varieties are taken in required propositions are
arranged on the lattoce of the blenders or bale puckers of the below room
machinery.

Below room

In a single process below room, the cotton is fed at one end and the
output is achieved at the sketcher, which is the last machine in the sequence of
machinery of the below room, in the form of a lap. A lap is a sheet of cotton
fleece rolled around an iron rod inserted the lap spindle. When the full lap is
removed from the sketcher, the spindle is pulled out and the lap remains around
the iron rod.

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 The main purpose of the below room is opening and cleaning of cotton.
Opening is a preparation to cleaning. Hence the below room sequence of
opening and cleaning machinery

Carding

The below room lap is brought to the carding department and is fed to the
carding machine. The cotton is still on the form of small tuffs in the lap. These
are open to the stages of single fibre on the card by means of carding action
between pointed wires mounted on the surface of flickering cylinder and flats.

The opened fibres are collected by the doffer comb or the doff roller in
the form of web. This web is then pressed through the trumpet to give it the
shape of a rope and coiled inside a can by means of coller the rope form of
cotton material is called silver. For carded yarn cleaning operation end here.

Draw frames

The card silver lakes in regularly and the fibres are also in a crisscors
condition in order to spin an even and regular yarn the silver should be uniform
and regular it fibers should also be made parallel and oriented along the axix of
the silver for better control of the fibers during drafting better strength of yarn in
spinning. The evenness of silver or blended together and drafted to get one
silver.

The draft will be equal to the number of silver blended. These silver are
given again to feed to another head of draw frame known as the father draw
frame we get the finisher silver.

Fly frames

These spinning preparatory machines are called fly frames to distinguish

them from ring frames where the final yarn is spun. The silver from draw

30
frames is fed to fly frames. The silver drafted and reduced in diameter and
slightly twisted and wounded on the bobbin by means of the flyer hence the
name fly frames.

Winding

The yarn spun at ring frames and doubled yarn from doubling frames is
wonded on a bobbin which is a very small package. This is not economical from
the point of view of transport of yarn to market. Also objectionable defcts like
weak places, thick places like slobs etc are present in the single yarn.

Reeling

The yarn is to be supplied to hand loom in the form of hands. The textile
commissioners regulation also stipulate certain minimum production of hank
yarn is produced on the reeling machines. The hanks are wound from bobbins.

Doubling

In the doubling process two single yarns are twisted together to give a
double yarn. This increase the strength of the yarn. If two single yarns of 10s
count are doubled the resultant yarns will be doubled of 2/10s count.

Packing

The yarn is sold in hank form or as cones. A number of hanks are packed
together in bundles and a number of bundles are packed in the form in the
bailing press. Individual cones are normally put in polythene bags and suitable
numbers of cons are packed in bags, cartoons or cases. A cardboard die is
generally inserted in the open end of the cone to prevent it from collapsing
under pressure.

Various types of packing materilas are used like discs, polythene bags,
cardboard bags, water proof paper, hessian, packing tapes, labels etc. this type
31
of materials used and their quality will depend on the nature of packing which
will in turn depend on the size of the bale, type of the sale that is export of
locate etc. thus the packing cost consists of material cost and convenience cost.

32
 CHAPTER 4

RESEARCH DESIGN

4.1 INTRODUCTION

A research design is detailed blue print used to guide research

study towards its objective. The process of designing a research study involves
many interrelated decision. The most significant decision is the choice of
research approach because it determines how the information will be obtained.
The choice of research approach depends on the nature of the research that one
wants to do. The research design adopted for this study is descriptive research.
Descriptive method was adopted because it deals with description of the state of
affairs as it exists at present.
33
METHODS AND INSTRUMENT OF DATA GATHERING

When a decision is made to use the sample, a number of factors

must be taken into consideration. The various steps involved in the data
gathering are:

1. Identifying target population

2. Determining sample frame
3. Selection sampling procedure
4. Determine sample size
5. Execute sampling
6. Obtaining information for decision making
7. Generate information for decision

4.2 AREA OF STUDY

The study on stress management was conducted at KANYA SPIN

MILL, Aralvaimozhi, Kanyakumari district.

POPULATION SIZE

No. of workers in Kenya spin mill limited is 300

4.3 SAMPLING SIZE

Among 300 staff in the organization a sample of 50 employees

were taken for the study by using random sampling method

4.4 METHODOLOGY

Research methodology is the way of systematically solving the

research problem. Research methodology deals with the research design used to

34
present the study. According to the Clifford word research comprise defining
and redefining problem, formulating hypothesis or suggested solution,
collecting, organising and evaluating data, making deduction and reacting
conclusion.

SOURCE OF DATA

There are several ways of collecting the appropriate data while

deciding about the method of data collection to be used for the study , the
researcher should keep in mind that there are two types of data. They are:

1. Primary data
2. Secondary data

PRIMARY DATA

These are fresh which are collected for the first time. The data
collection used for this study is questionnaire method. The detail questionnaire
is prepared and given to the responsibilities and the data has been collected.

SECONDARY DATA

These data consist of information that already exists somewhere and

has been collected for specific purpose in the study. The secondary data for this
study are newspaper, journals, magazine, internet etc.

4.5 SAMPLING TECHNIQUE

A sampling design is a procedure the researcher would adopt in

selecting the items for the sample. In fulfilling my project i have selected 80
employees randomly from KANYA SPIN MILL to find out the stress in the
35
organization and how it does brings bad or good impact for both employees and
the organization.

In random sampling each and every item in the population have equal
chance of inclusion in the sample and each one of the possible samples has the
same probability of being selected

4.6 TOOL OF ANALYSIS

The following statistical techniques have been used to analysis the

collected data

 Percentage analysis

4.7 PERCENTAGE ANALYSIS

Percentage refers to a special kind of ration in marketing comparison

between two or more data and to describe relation between the data. Percentage
can be used to compare the relative terms, the distribution of more series of
data.

No.of.Respondents
Percentage analysis (%) = ─────────────── × 100
Total No.of.Respondents

Conclusion

From the above describe of the various design, sampling design,

methods of data collection and tools for analysis the researches can process and
analysis in accordance with the outline land down for the purpose of the time of
developing the research plan.
36
37
 CHAPTER 5

ANALYSIS AND INTERPRETATION

INTRODUCTION

Once the data has been collected from employees, each sample
questions were classified, tabulated and then subjected to analysis.This chapter
intent to analyse the stress management with special reference to kanyakumari
district. The data collected through survey were analysed.

1) Stress at work

Table: 2.1

No. of respondents Percentage

Always 10 20
To some extent 30 60
38
 To great extent 8 16
Never 2 4
50 100

Chart: 2.1 below illustrates table: 2.

4%
20%
16%

Always
To some extent
To some extent
Never

60%

Interpretation:

60% of the employees in KANYA SPIN feel stress at work

and 12% feels stress always as every employees of the organization feels stress
at work.

2) Stress affects the performance of an employee

Table: 2.2

No. of respondents Percentage

Agree 32 64
Strongly agree 12 24
Disagree 6 12
Strongly Disagree 0 0
50 100

39
 Chart: 2.2 below illustrates table: 2.2

12%

Agree
strongly agree
24% disagree
strongly disagree

64%

Interpretation:

64% employees of KANYA SPIN agree that stress affects employee

performance but 12% disagree to this fact.

3) Stress affects negatively at work.

Table: 2.3

No. of respondents Percentage

Always 0 0
To some extent 20 40
To great extent 25 50
Never 5 10
50 100

Chart: 2.3 below illustrates table: 2.3

40
 10

40
always
to some extent
to great extent
never

50

Interpretation:

10% of KANYA SPIN employees feels stress never negatively

affects work, but 90% feels that to some or great extent stress negatively affects
work.

4) Opinion about working condition provided by organization.

Table: 2.4

No. of respondents Percentage

Highly satisfied 2 4
Satisfied 30 60
Dissatisfied 13 26
Highly dissatisfied 5 10

50 100

Chart: 2.4 below illustrates table: 2.4

41
 10% 4%

highly satisfied
satisfied
dissatisfied
26%
highly dissatisfied

60%

Interpretation:

64 %, 4 % of the employees of KANYA SPIN are satisfied and

highly satisfied with working conditions provided by KANYA SPIN but 26%
are dissatisfied and 10% highly dissatisfied.

5) Stress helps in boosting your performance.

Table: 2.5

No. of respondents Percentage

Never 19 38
Sometimes 18 36
Almost 10 20
Always 3 6
50 100

Chart: 2.5 below illustrates table: 2.5

42
 6%

20%

38%

never
sometimees
almost
always

36%

Interpretation:

38% of the KANYA SPIN employees think that stress never helps in
boosting their performance, 6% feels stress always helps in boosting
performance, 36% and 20% feels sometimes and almost it does.

43
6) Stress becomes a reason for absence.

Table: 2.6

No. of respondents Percentage

Very often 3 6

Occasionally 20 40

Rarely 16 32

Never 11 22

50 100

Chart: 2.6 below illustrates table: 2.6

6%

22%

very often
occasionally
rarely
40%
never

32%

Interpretation:

About 6% of KANYA SPIN employees think that stress becomes a

reason for absence, 40 % thinks occasionally it’s a reason, 32 % thinks rarely
stress is a reason for absenteeism but 22% thinks never stress a reason.

44
7) Stress can affect the output of an organization.

Table: 2.7

No. of respondents Percentage

Very much 3 6
To an extent 27 54
Too much 14 28
Never 6 12

50 100

Chart: 2.7 below illustrates table: 2.7

6%
12%

very much
to an extent
too much
28% never

54%

Interpretation:

6% of KANYA SPIN employees think stress can affect the output

of an organization, 54%, 28% feels stress affects to an extent and too much
output of organization but 12 % feels stress would never affect output.

45
8) Noise pollution influence stress

Table: 2.8

No. of respondents Percentage

Very often 7 14

occasionally 24 48

Rarely 14 28

Never 5 10

50 100

Chart: 2.8 below illustrates table: 2.8

10%
14%

very often
28% occasionally
rarely
never

48%

Interpretation:

The above data indicates that the Noise pollution at KANYA

SPIN 48% says occasionally cause stress, 14% think very often, 28% said rarely
and 10% accepts no noise pollution.

46
9) Stress induce difficult in concentration.

Table: 2.9

No. of respondents Percentage

Very much 8 16
Sometimes 27 54
Not much 10 20
Never 5 10
50 100

Chart: 2.9 below illustrates table: 2.9

10%
16%

very much
20% sometimes
not much
never

54%

Interpretation:

16% of employees said it is very much difficult to concentrate, 54%

feels sometimes, 20% thinks not much and 10% are never feel difficult to
concentrate

10) Does stress cause any psychological impact on you?

Table: 2.10
47
 No. of respondents Percentage

Very much 5 10

To an extent 27 54

Not much 10 20

Never 8 16

50 100

Chart: 2.10 below illustrates table: 2.10

10%
16%

very much
to an extent
not much
never
20%

54%

Interpretation:

54 % of employees think to an extent stress causes any psychological

impact on them, 10% thinks stress creates very much psychological problem,
20% and 16% thinks not much and never stress affect psychologically.

11) Stress brings impact on behaviour.

Table: 2.11

No. of respondents Percentage

48
 Always 4 8

To some extent 32 64

To great extent 11 22

Never 3 6

50 100

Chart: 2.11 below illustrates table: 2.11

6% 8%

22%

always
to some extent
to great extent
never

64%

Interpretation:

64% of the employees feel that to some extent stress brings impact on
their behaviour, 8% thinks always stress has effect on behaviour, 22% feels to
great extent and 6% thinks stress never affects behaviour.

12) Stress creates health problems.

Table: 2.12

No. of respondents Percentage

49
 Strongly agree 3 6
Agree 39 78
Disagree 8 16
Strongly disagree 0 0
50 100

Chart: 2.12 below illustrates table: 2.12

6%
16%

strongly agree
agree
disagree
strongly disagree

78%

Interpretation:

About 78% of employees strongly agree stress creates health

problems, 6% strongly agrees to this fact but 16 % strongly disagrees.

13) Stress affects interpersonal relationship with co-workers and superiors.

Table: 2.13

No. of respondents Percentage

50
 Very much 9 18
To an extent 6 12
Not much 30 60
Never 5 10
50 100

Chart: 2.13 below illustrates table: 2.13

10%
18%

very much
12% to an extent
not much
never

60%

Interpretation:

18% of employees think stress very much affects interpersonal relationship

with co-workers and superiors, 12% think to an extent, 60% feels not much and
10% think never stress affects relationships.

14) Stress affects personal life

Table: 2.14

No. of respondents Percentage

Very much 2 4
To an extent 31 62
Not much 14 28
51
 Never 3 6
50 100

Chart: 2.14 below illustrates table: 2.14

6% 4%

28%
very much
to an extent
not much
never

62%

Interpretation:

4% employees think it affects very much, 62% thinks to an extent level,

28% think not much and 6% feels never affects personal life.

15) Individual stress affects performance.

Table: 2.15

No. of respondents Percentage

Never 2 4
Sometimes 22 44
Almost 20 40
Always 6 12
50 100

52
 Chart: 2.15 below illustrates table: 2.15

4%
12%

never
sometimes
almost
44% always

40%

Interpretation:

44% of employees felt sometimes Individual stress affects

performance, 40% think almost individual stress affects performance, 12%
thinks always Individual stress affects work but 4% think individual stress never
affects performance.

16) Lack of Co-Ordination At Work Cause Stress.

Table: 2.16

No. of respondents Percentage

Very much 6 12
To an extent 23 46
Not much 13 26
Never 8 16
50 100

Chart: 2.16 below illustrates table: 2.16

53
 12%
16%

very much
to an extent
not much
never
26%

46%

Interpretation:

It is clear from the above table 12% of employees think lack of co-
operation at work cause stress, 46% think to an extent, 26% think not much
affect work but 16% feels never affect work.

17) Dust problem influence stress.

Table: 2.17

No. of respondents Percentage

Strongly agree 18 36
Agree 24 48
Disagree 5 10
Strongly disagree 3 6
50 100

Chart: 2.17 below illustrates table: 2.17

54
 6%

10%

36%

strongly agree
agree
disagree
strongly disagree

48%

Interpretation:

It is clear from the above table 36% of the employees strongly agrees
that dust problem cause stress , 48 % agrees to the fact, 10% disagree to this and
6% strongly disagrees that dust problem cause stress.

18) Role related factors are caused by stress.

Table: 2.18

No. of
Percentage
respondents
Very much 3 6
To an extent 24 48
Not much 15 30
Never 8 16
50 100

Chart: 2.18 below illustrates table: 2.18

55
 6%
16%

very much
to an extent
not much
never

48%
30%

Interpretation:

In the analysis about 48% of employees think to an extent role related

factors are caused by stress, to 6% employees feel very much role related
factors are caused by stress but 30% ,16% of employees thinks not much and
never, role related factors are caused by stress.

19) Stress caused by job related factors.

Table: 2.19

No. of respondents Percentage

Never 3 6
Sometimes 23 46
Almost 16 32
Always 8 16
50 100

Chart: 2.19 below illustrates table: 2.19

56
 6%
16%

never
sometimes
almost
always
46%

32%

Interpretation:

Stress caused by job related factors employees response to this is 6%

think never, 46% feels sometimes it can be a reason, 32 % think almost is a
cause and 16 % think stress is always caused by job related factors.

20) Opinion On Stress Management Program Followed In Your Organization.

Table: 2.20

No. of respondents Percentage

Satisfied 0 0
Highly satisfied 0 0
Dissatisfied 39 78
Highly dissatisfied 11 22
50 100

Chart: 2.20 below illustrates table: 2.20

57
 22%

satisfied
highly satisfied
dissatisfied
highly dissatisfied

78%

Interpretation:

From above analysis it’s clear that 78% of the employees are dissatisfied
and 22 % are highly dissatisfied with stress management program followed in
KANYA SPIN.

58
21) Proper Training Reduce Stress

Table: 2.21

No. of respondents Percentage

Strongly agree 12 24
Agree 18 36
Disagree 11 22
Strongly disagree 9 18
50 100

Chart: 2.21 below illustrates table: 2.21

18%
24%

strongly agree
agree
disagree
stongly disagree
22%

36%

Interpretation:

24% of employees strongly agree that stress at work affects your personal
life, 36% agrees to this, 22% disagrees and 18% strongly disagrees that stress at
work affects your personal life.

59
22) Good Communication with Co-Workers Reduce Stress

Table: 2.22

No. of respondents Percentage

Strongly agree 25 50
Agree 20 40
Disagree 5 10
Strongly disagree 0 0
50 100

Chart: 2.22 below illustrates table: 2.22

10%

strongly agree
agree
50% disagree
strongly disagree

40%

Interpretation:

50% of employees Strongly agrees lack of communication cause

stress,40% agree with the statement, 5% disagree.

23) Safety Precaution Reduce Stress

Table: 2.23
60
 No. of respondents Percentage
Strongly agree 0 0
Agree 36 62
Disagree 14 28
Strongly Disagree 10 10
50 100

Chart: 2.23 below illustrates table: 2.23

10%

strongly agree
28% agree
disagree
strongly disagree

62%

Interpretation:

Stress is a reason for job hopping 62% employees agrees to this fact, 28%
disagrees and 10% strongly disagrees.

24) Stress management is necessary in an organization.

Table: 2.24

No. of respondents Percentage

61
 Always 18 36
To some extent 12 24
To great extent 20 40
Never 0 0
50 100

Chart: 2.24 below illustrates table: 2.24

1%

36%

40%
always
to some extent
to great extent
never

24%

Interpretation:

Stress management is necessary in an organization employees

response to this is 36 % feels its always necessary, 24 % think to an extent and
40% thinks to a great extent its necessary.

62
 CHAPTER 6

FINDINGS

From the study conducted the following facts have been revealed:

1. 60% of the employees in KANYA SPIN feels stress at work, feels

that they are working under stressful condition

63
 2. 16 % think stress is always caused by job related factors.
3. KANYA SPIN 83% employees think that stress creates health
problems.
4. 78% of the employees are dissatisfied and 22 % are highly
dissatisfied with stress management program followed in KANYA
SPIN.
5. Stress management is necessary in an organization 40% of
employees thinks to a great extent its necessary.
6. 18% of employees think stress very much affects interpersonal
relationship with co-workers and superiors in organization.
7. 64% employees of KANYA SPIN feel that to some extent stress
brings impact on their behaviour.
8. Majority of the respondents 50 said that dust problem
9. 48% of respondents strongly agree that they have family problem
10.40% of respondents agree that they are satisfied with their work
11.92% of respondents said that the opinion about difficulty is
concentration
12.Most of the respondents 60 have interval problem between work
13.Majority of the respondents 56% have facing noise problem in
stress at workplace.

SUGGESTION

To improve the present condition of KANYA SPIN some suggestions are:

1. The d management has to provide proper remuneration to the

employees
2. Management would be better if necessary equipment were provided to
depose
64
 3. The kanya spin mill would be provide mask , sound controller to avoid
dust and noise problem
4. The management would be provide effective training in order to
improve the employees
5. The management has to encourage the employees to work more
6. Introduce stress management committee to solve employess problems.

7. Good employee and management relationship will help to reduce

stress to a great extent.

CONCLUSION

The main effect of stress is decrease in commitment towards work.

The management has to take proper measure before the stress became
a serious problem in the organisation.

65
Much of the stress at work is case not only by work overload and time
pressure but also by lack of rewards and prize. But not providing with
the autonomy to do their work as they would like.

APPENDIX

STRESS MANAGEMENT

QUESTIONNAIRE

Personal Details
66
1. Name :

2. Sex :  Male  Female

3. Age :  20–30  31-40

 41-50  Above 50

4. Marital Status : Married  Single

5. Designation or Grade :

6. Department :

7. Experience :  1-5 years  6-10 years

 11-15 years  16-20 years

 Above 20 years

8. Salary :  5000-10000  10001-15000

 15001-20000

1. Do you feel stress at work?

i) Always iii) To great extent

ii) To some extent iv) Never

2. Whether stress affects your performance?

67
 i) Strongly agree iii) Disagree

ii) Agree iv) Strongly disagree

3. Does stress affect negatively at work?

i) Always iii) To great extent

ii) To some extent iv) Never

4. Opinion about working condition provided by organization

i) Highly satisfied iii) Highly dissatisfied

ii) Satisfied iv) Dissatisfied

5. Do you think stress helps in boosting your performance ?

i.) Never iii) Sometimes

ii) Almost iv) Always

6. Does ever stress become a reason for absent

i.) Very often iii) Rarely

ii) Occasionally iv) Never

7. Do you think the output is affected by stress?

i.) Very much iii) Too much

ii) To an extent iv) Never

8. Noise Pollution Influence Stress

i) Very often iii) Rarely

ii) Occasionally iv) Never

68
9. Does Stress Induce Difficult In Concentration?

i) Very much iii) Not much

ii) Sometimes iv) Never

10. Does Stress Cause Any Psychological Impact On You?

i.) Very much iii) Not much

ii) To an extent iv) Never

11. Whether Stress Brings Any Impact On Your Behaviour, If So Then To

What Extent?
i.) Always iii) To great extent

ii) To some extent iv) Never

12. “Stress creates health problems” –what is your opinion ?

i.) Strongly agree iii) Disagree

ii) Agree iv) Strongly disagree

13. Do you think stress affects interpersonal relationship with co-workers

and superiors?

i.) Very much iii) Not much

ii) To an extent iv) Never

14. Do You Think Stress Affect Personal Life?

i) Strongly agree iii) Disagree

ii) Agree iv) Strongly disagree

15. How Far Individual Stress Affects Performance?

i) Never iii) Almost

69
 ii) Sometimes iv) Always

16. Lack of Co-Ordination Affect Stress

i.) Very much iii) Not much

ii) To an extent iv) Never

17. Dust Problem Influence Stress?

i.) Never iii) Almost

ii) Sometimes iv) Always

18. Do you feel role related factors are caused by stress?

i.) Very much iii) Not much

ii) To an extent iv) Never

19. What is your opinion on stress caused by job related factors?

i.) Never iii) Almost

ii) Sometimes iv)Always

20. Your opinion on stress management programme followed in your

organization?

i.) Satisfied iii) Dissatisfied

ii) Highly satisfied iv) Highly dissatisfied

21. Proper Training Reduce Stress

i.) Very much iii) Not much

ii) To an extent iv) Never

22. Good Communication With Co-Workers Reduce Stress

i.)Very good iii) Average
70
 ii) Good iv) Poor

23. Safety Precaution Reduce Stress

i.) Strongly agree iii) Disagree

ii) Agree iv) Strongly disagree

24. Stress Management Programme Is Necessary In an Organization

i.) Always iii) To great extent

ii) To some extent iv) Not required

71