A

PROJECT REPORT
ON

“A STUDY ON STRESS MANAGEMENT WITH

REFERENCE TO BIRLA CEMENT, SATNA”
SUBMITTED TO

AWADHESH PRATAP SINGH UNIVERSITY, REWA (M.P.)

FOR THE AWARD OF

BACHELOR OF BUSINESS ADMINISTRATION
BBA (SEMESTER-VI)

BY

VANDANA SINGH PARIHAR

UNDER GUIDANCE OF
PROF. K.P.TRIPATHI

VINDHYA INSTITUTE OF MANAGEMENT & SCIENCE,

SATNA (M.P.)
2014- 2015

1
 VINDHYA INSTITUTE OF MANAGEMENT & SCIENCE
SATNA (M.P.)

GUIDE’S CERTIFICATE
This is to certify that MS. VANDANA SINGH PARIHAR has satisfactorily

completed the Project work on “A Study on Stress Management with reference to

Birla Cement, Satna” under my guidance for the partial fulfillment of BBA

(Semester-III) submitted to Awadhesh Pratap Singh University, Rewa during the

academic year 2014-2015.

To best of my knowledge and belief the matter presented by her is original

work and not copied from any source. Also this report has not been submitted earlier

for the award of any Degree of Awadhesh Pratap Singh University, Rewa.

Place: Satna PROF. K. P. TRIPATHI

Date: / 05 / 2015 (Project Guide)

2
 VINDHYA INSTITUTE OF MANAGEMENT & SCIENCE
SATNA (M.P.)

DECLARATION

I undersigned, hereby declare that this Project Report entitled “A Study on

Stress Management with reference to Birla Cement, Satna” prescribed by

AWADHESH PRATAP SINGH UNIVERSITY, REWA during the academic year 2014-2015

under the guidance of PROF. K. P. TRIPATHI is my original work.

The matter presented in this report has not been copied from any source. I

understand that any such copying is liable to be punishable in any way the

university authorities deem to be fit. Also this report has not been submitted earlier

for the award of any Degree or Diploma of Awadhesh Pratap Singh University, Rewa

or any other University.

This work humbly submitted to Awadhesh Pratap Singh University for the

partial fulfillment of Bachelor of Business Administration (Sem-VI).

PLACE: SATNA MS. VANDANA SINGH

PARIHAR
DATE: / 05 / 2015

3
 VINDHYA INSTITUTE OF MANAGEMENT & SCIENCE
SATNA (M.P.)

ACKNOWLEDGEMENT

Whenever we are standing on most difficult step of the dream of our life, we
often remind about The Great God for His blessings & kind help and he always
helps us in tracking off the problems by some means in our lifetime. I feel great
pleasure to present this project entitled “A Study on Stress Management with
reference to Birla Cement, Satna”.

I am grateful to those people who help me a lot in preparation of this project

report. It is their support and blessings, which has brought me to write this project
report. I have a deep sense of gratitude in my heart for them.

I am very thankful to my project guide Prof. K.P.Tripathi for his whole-

hearted support and affectionate encouragement without which my successful project
would not have been possible.

Finally, I am very grateful to Mighty God and inspiring parents whose loving
& caring support contributed a major share in completion of my task.

4
 Ms. Vandana Singh Parihar

TABLE OF CONTENTS

S.N. Contents Page No.

1 Introduction of Project 6-21

2 Company Profile 22-26

3 Review of Literature 27-31

4 Objectives 32-33

5 Research Methodology 34-38

6 Data Analysis & Interpretation 39-49

7 Findings & Suggestions 50-54

8 Limitations 55-56

9 Conclusion 57-58

10 References 59-60

Annexure
11 61-64
Questionnaire

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CHAPTER-I

6
INTRODUCTION

Definition

Stress may be defined as "a state of psychological and / or physiological imbalance resulting
from the disparity between situational demand and the individual's ability and / or motivation to
meet those demands."

Stress is the body's reaction to a change that requires a physical, mental or emotional adjustment
or response. It can be caused by both good and bad experiences. When people feel stressed by
something going on around them, their bodies react by releasing chemicals into the blood. These
chemicals give people more energy and strength, which can be a good thing if their stress is
caused by physical danger. But this can also be a bad thing, if their stress is in response to
something emotional and there is no outlet for this extra energy and strength.

Stress can be positive or negative. Stress can be positive when the situation offers an opportunity
for a person to gain something. It acts as a motivator for peak performance. Stress can be
negative when a person faces social, physical, organisational and emotional problems. Stress can
cause headaches, eating disorder, allergies, insomnia, backaches, frequent cold and fatigue to
diseases such as hypertension, asthma, diabetes, heart ailments and even cancer.

What stress is not?

The word stress has been used so loosely, and so many confusing definitions of it have been
formulated, it is useful to state what does not constitute stress. Each of the following does not
amount to stress:

 Stress is not nervous tension:

People exhibiting these behaviours may not under stress.
 Stress is not the nonspecific result of damage on:

Normal and even pleasant activities can produce considerable stress without
causing conspicuous damage.

 Stress is not that which causes an alarm reaction:

The stressor does that, not stress itself.

 Stress itself is not a nonspecific reaction:

The pattern of the stress reaction is very specific. it affects certain organs in a
highly selective manner.

 Stress is not a reaction to a specific thing:

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 The stress response can be produced by virtually any agent.

 Stress is not necessarily undesirable:

It all depends on how you take it. The stress of failure, humiliation, is
detrimental; but that of exhilarating, creative, successful work is beneficial. The stress
reaction, like energy consumption, may have good or bad effects.

 Stress cannot and should not be avoided:

Everybody is always under some degree of stress. The statement "He is under
stress" is just as meaningless as "He is running a temperature.” What we actually refer
to by means of such phrases is an excess of stress or of body temperature.

If we consider these points, we may easily be led to conclude that stress cannot be defined, and
that perhaps the concept itself is just not sufficiently clear to serve as the object of scientific
study. Nevertheless, stress has a very clear, tangible form. Countless people have actually
suffered or benefited from it. Stress is very real and concrete indeed, and is manifested in
precisely measurable changes within the body.

Hans Selye's Model of Stress

 Stressors like heat, pain, toxins, viruses, cause the body to respond with a fight-or-flight
response.

Stress consists of physiological reactions that occur in three stages:

 Alarm  Upon encountering a stressor, body reacts with “fight-or-flight” response

Phase and sympathetic nervous system is activated.

 Hormones such as cortisol and adrenalin released into the bloodstream to

meet the threat or danger.

 The body’s resources now mobilized.

 Resistance  Parasympathetic nervous system returns many physiological functions to

Phase normal levels while body focuses resources against the stressor.

 Blood glucose levels remain high, cortisol and adrenalin continue to

circulate at elevated levels, but outward appearance of organism seems

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 normal.

 Increase HR, BP, breathing

 Body remains on red alert.

 Exhaustion  If stressor continues beyond body’s capacity, organism exhausts resources
Phase and becomes susceptible to disease and death.

LEVELS OF STRESS

Stress can be both positive and negative. It is our response to stress—how we manage stress—
that makes a difference in terms of how it affects us.

Two types of Levels:

 EUSTRESS

Stress resulting from pleasant events or conditions is called eustress.Eustress can be defined as a
pleasant or curative stress. We can't always avoid stress, in fact, sometimes we don't want to.
Often, it is controlled stress that gives us our competitive edge in performance related activities
like athletics, giving a speech, or acting.

 DISTRESS

Stress resulting from unpleasant events or conditions is called distress.

Bad stress
If a stimulus we react to is negative, we are actually feeling “distress” though we label it
as stress. e. g. death of a close friend.
Acute stress

Acute stress is usually for short time and may be due to work pressure, meeting
deadlines pressure or minor accident, over exertion, increased physical activity, searching
something but you misplaced it, or similar things.

Chronic stress

Chronic stress is a prolonged stress that exists for weeks, months, or even years. This
stress is due to poverty, broken or stressed families and marriages, chronic illness and successive
failures in life. People suffering from this type of stress get used to it and may even not realize
that they are under chronic stress. It is very harmful to their health.

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Both distress and eustress elicit the same physiological responses in the body. While stress may
not always be negative, our responses to it can be problematic or unhealthy. Both positive and
negative stressful situations place extra demands on the body—your body reacts to an
unexpected change or a highly emotional experience, regardless of whether this change is good
or bad. If the duration of stress is relatively short, the overall effect is minimal and your body
will rest, renew itself, and return to normal.

FIGURE: PERFORMANCE WITH STRESS LEVEL

WORK STRESS MODEL

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

Figure contains a typical model of occupational stress.

POTENTIAL STRESSORS

Factors that cause stress are called "Stressors." The following are the sources or causes of an
organisational and non-organisational stress.

INDIVIDUAL LEVEL STRESSORS:

1) Career Changes: When a person suddenly switches over a new job, he is under stress to
shoulder new responsibilities properly. Under promotion, over promotion, demotion and
transfers can also cause stress.
2) Career Concern : If an employee feels that he is very much behind in corporate ladder, then
he may experience stress and if he feels that there are no opportunities for self-growth he may
experience stress. Hence unfulfilled career expectations are a major source of stress.
3) Role Ambiguity: It occurs when the person does not known what he is supposed to do on the
job. His tasks and responsibilities are not clear. The employee is not sure what he is expected
to do. This creates confusion in the minds of the worker and results in stress.
4) Role Conflict: It takes place when different people have different expectations from a person
performing a particular role. It can also occur if the job is not as per the expectation or when
a job demands a certain type of behaviour that is against the person's moral values.
5) Role Overload: Stress may occur to those individuals who work in different shifts.
Employees may be expected to work in day shift for some days and then in the night shift.
This may create problems in adjusting to the shift timings, and it can affect not only personal
life but also family life of the employee.

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6) Frustration: Frustration is another cause of stress. Frustration arises when goal directed
behaviour is blocked. Management should attempt to remove barriers and help the employees
to reach their goals.
7) Life Changes: Life changes can bring stress to a person. Life changes can be slow or sudden.
Slow life changes include getting older and sudden life changes include death or accident of a
loved one. Sudden life changes are highly stressful and very difficult to cope.
8) Personality: People are broadly classified as 'Type A' and 'Type B'.

 Feels guilty while relaxing.

 Gets irritated by minor mistakes of self and others.
 Feels impatient and dislikes waiting.
 Does several things at one time.

While the 'Type B' people are exactly opposite and hence are less affected by stress due to
above mentioned factors.

GROUP LEVEL STRESSORS:

1) Managerial Behaviour : Some managers creates stress for employees by

 Exhibiting inconsistent behaviour

 Failing to provide necessary support
 Providing inadequate direction
 Showing lack of concern and
 Creating high productivity environment.

2) Lack of Group Cohesiveness: Every group is characterised by its cohesiveness although

they differ widely in degree of cohesiveness. Individuals experience stress when there is no
unity among the members of work group. There is mistrust, jealously, frequent quarrels, etc.,
in groups and this lead to stress to employees.
3) Lack of Participation in Decision Making: Many experienced employees feel that
management should consult them on matters affecting their jobs. In reality, the superiors
hardly consult the concerned employees before taking a decision. This develops a feeling of
being neglected, which may lead to stress.

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4) Interpersonal and Intergroup Conflict : Interpersonal and intergroup conflict takes place
due to differences in perceptions, attitudes, values and beliefs between two or more
individuals and groups. Such conflicts can be a source of stress to group members.
5) Lack of Social Support: When individuals believe that they have the friendship and support
of others at work, their ability to cope with the effects of stress increases. If this kind of social
support is not available then an employee experiences more stress.
6) Workplace violence: Workplace violence is a very serious interpersonal stressor.
Individuals who experience violence have symptoms of severe distress after the violent event.
Workplace violence is also stressor for those who observe the violence.
7) Sexual Harassment: This refers to un-welcome conduct of a sexual nature that affects the
job related performance of an employee adversely.

ORGANISATIONAL LEVEL STRESSORS:

1) Organisational Climate: A high pressure environment that places chronic work demands
on employees fuels the stress response.
2) Organisational Structure: It defines the level of differentiation, the degree of rules and
regulations and where decisions are made. Excessive rules and lack of participation in
decisions that affect an employee are examples of structural variables that might be potential
stressors.
3) Organisational Leadership: Represents the managerial style of the organisation’s senior
executives. Some chief executive officers create a culture characterised by tension, fear and
anxiety.
4) Organisational Changes: When changes occur, people have to adapt to those changes and
this may cause stress. Stress is higher when changes are major or unusual like transfer or
adaption of new technology.
5) Occupational Demands: Some jobs are more stressful than others. Jobs that involve risk and
danger are more stressful. Research findings indicate that jobs that are more stressful usually
requires constant monitoring of equipments and devices, unpleasant physical conditions,
making decisions, etc.
6) Work Overload: Excessive work load leads to stress as it puts a person under tremendous
pressure. Work overload may take two different forms :-

 Qualitative work overload implies performing a job that is complicated or beyond the
employee's capacity.
 Quantitative work overload arises when number of activities to be performed in the
prescribed time is many.

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7) Work Under load: In this case, very little work or too simple work is expected on the part of
the employee. Doing less work or jobs of routine and simple nature would lead to monotony
and boredom, which can lead to stress.
8) Working Conditions: Employees may be subject to poor working conditions. It would
include poor lighting and ventilations, unhygienic sanitation facilities, excessive noise and
dust, presence of toxic gases and fumes, inadequate safety measures, etc. All these unpleasant
conditions create physiological and psychological imbalance in humans thereby causing
stress.
EXTRA- ORGANISATIONAL STRESSORS:
1) Technological Changes: When there are any changes in technological field, employees are
under the constant stress of fear of losing jobs, or need to adjust to new technologies. This
can be a source of stress.
2) Civic Amenities: Poor civic amenities in the area in which one lives can be a cause of stress.
Inadequate or lack of civic facilities like improper water supply, excessive noise or air
pollution, lack of proper transport facility can be quite stressful.
3) Caste and Religion Conflicts: Employees living in areas which are subject to caste and
religious conflicts do suffer from stress. In case of religion, the minorities and lower-caste
people (seen especially in India) are subject to more stress.
4) Economic Factors: Changes in business cycle create economic uncertainties. When the
economy contracts, people get worried about their own security. Minor stress also cause
stress in work force.

MODERATORS
Variables that cause the relationships between stressors, perceived stress and outcomes to be
weaker for some and stronger for others. An awareness of moderators helps managers
identify those who are more likely to experience stress and negative outcomes.
Cognitive Appraisal of Stressors
Cognitive appraisal of stressors reflects an individual’s overall perception or evaluation of
a stressor.
Primary Appraisal determining whether a stressor is irrelevant, positive, or stressful.
Secondary Appraisal assessing what might and can be done to reduce stress.

OUTCOMES
• Physiological consequences
o 50%-75% of all illnesses
o Lower for women
o cardiovascular diseases
o ulcers, sexual dysfunction, headaches
o Burnout
• Behavioral consequences

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 o work performance, accidents, decisions
o absenteeism -- due to sickness and flight
o workplace aggression
• Cognitive Consequences
o Poor concentration
o inability to make sound decisions or any decisions at all
o mental blocks
• Psychological Consequences
o Anxiety
o Frustration
o Apathy
o Lowered self-esteem
o Aggression
o Depression
o Moodiness
o emotional fatigue

Burnout
A psychological process resulting from work stress that results in:
o Emotional exhaustion
o Depersonalization
o Feelings of decreased accomplishment

INDICATORS OF BURNOUT:

Emotional Exhaustion Depersonalization Low Personal Accomplishment

Feel drained by work Have become calloused by job Cannot deal with problems effectively

Feel fatigued in the Treat others like objects Do not have a positive influence on
morning others

Frustrated Do not care what happens to other Cannot understand others’ problems or
people identify with them

Do not want to work Feel other people blame you No longer feel exhilarated by your job
with other people

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STRESS MANAGEMENT

Strategies may be categorised as:

INDIVIDUAL STRATERGIES:

1) Biofeedback: Biofeedback is the process of gaining greater awareness of many

physiological functions primarily using instruments that provide information on the activity
of those same systems, with a goal of being able to manipulate them at will. Some of the
processes that can be controlled include brainwaves, muscle tone, skin conductance, heart
rate and pain perception. Biofeedback may be used to improve health, performance, and the
physiological changes which often occur in conjunction with changes to thoughts, emotions,
and behaviour. Eventually, these changes may be maintained without the use of extra
equipment, even though no equipment is necessarily required to practice biofeedback
actually. Biofeedback has been found to be effective for the treatment of headaches and
migraines.

2) Time management: Time management is the act or process of planning and exercising
conscious control over the amount of time spent on specific activities, especially to increase
effectiveness, efficiency or productivity. Time management may be aided by a range of
skills, tools, and techniques used to manage time when accomplishing specific tasks, projects
and goals complying with a due date. This set encompasses a wide scope of activities, and
these include planning, allocating, setting goals, delegation, analysis of time spent,
monitoring, organizing, scheduling, and prioritizing. Initially, time management referred to
just business or work activities, but eventually the term broadened to include personal
activities as well. A time management system is a designed combination of processes, tools,
techniques, and methods. Usually time management is a necessity in any project development
as it determines the project completion time and scope.
3) Meditation: Meditation is a practice in which an individual trains the mind and/or induces a
mode of consciousness to realize some benefit, although it can be argued meditation is a goal
in and of itself. The term meditation refers to a broad variety of practices (much like the term
sports), which range from techniques designed to promote relaxation, contacting spiritual
guides, building internal energy, receiving psychic visions, getting closer to a god, seeing
past lives, taking astral journeys, and so forth, to more technical exercises targeted at
developing compassion, love, patience, generosity, forgiveness and more far-reaching goals
such as effortless sustained single-pointed concentration, single-pointed analysis, and an
indestructible sense of well-being while engaging in any and all of life's activities. Thus, it is
essential to be specific about the type of meditation practice under investigation.

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4) Cognitive therapy: Based on the theory that depression is due to distortions in the patient's
perspectives, such as all-or-none thinking, over-generalization, and selective perception. The
therapist initially tries to highlight these distortions, and then encourages the patient to
change his or her attitudes.
5) Relaxation technique: A relaxation technique (also known as relaxation training) is any
method, process, procedure, or activity that helps a person to relax; to attain a state of
increased calmness; or otherwise reduce levels of anxiety, stress or anger. Relaxation
techniques are often employed as one element of a wider stress management program and can
decrease muscle tension, lower the blood pressure and slow heart and breathe rates, among
other health benefits.

ORGANISATIONAL STRATEGIES:

Stress is a factor that everybody has to contend with on a daily basis both in the work and non-
work spheres of life. Since the body has only a limited capacity to respond to stress, it is
important for individuals to optimally manage their stress level to operate as fully functioning
human beings.
There are several ways in which stress can be handled so that the dysfunctional
consequences of stress can be reduced. Some of them are:
1) Role Analysis Technique (RAT): The Role Analysis Technique helps both the manager and
the employee to analyze the requirements and expectations from the job. Breaking-down the
job into various components clarifies the role of the job for the entire system. This also helps
to eliminate reduction of work and thus lowering down the stress level.
2) Employee Assistance Program: Another widely used strategy is the employee assistance
Programs, which offer a variety of assistance to employees. These include counselling
employees who seek assistance on how to deal with alcohol and drug abuse, handling
conflicts at the work place, dealing with marital and other family problems. It includes:
• Diagnosis. An employee with a problem asks for help; EAP staff attempts to diagnose
the problem
• Treatment. Counseling or support therapy is provided either by internal staff or
outside referral
• Screening. Periodic examination of employees in highly stressful jobs for early
detection of problems
• Prevention. Education and persuasion used to convince high risk employees to seek
help to change

3) Organizational Stress Management Program Targets:

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 It includes:
• Training programs for managing and coping with stress
• Redesigning work to minimize stressors
• Changes in management style to one of more support and coaching to help workers
achieve their goals
• Creating more flexible work hours
• Paying more attention to work/life balance with regard to child and elder care
• Better communication and team-building practices
• Better feedback on worker performance and management expectation.
4) Career Counselling: Career Counselling helps the employee to obtain professional advice
regarding career that would help the individual to achieve personal goals. It also makes the
employees aware of what additional educational qualifications or specialized technical
training, if any, (hat they should acquire. By becoming knowledgeable about the possible
avenues for advancement, the employees who consider their careers to be important can
reduce their stress levels by becoming more realistic about their options and can start
preparing themselves for it.
5) Delegation: Another way of coping with job stress is to delegate some responsibilities to
others. Delegation can directly decrease workload upon the manager and helps to reduce the
stress.
6) More Information and Help: Some new employees have to spend more time on a job than
necessary because they are not sure what they are doing. So it is necessary that some help
should be provided before doing the work that would lead to much efficient, effective work.
It would also reduce anxiety and stress among the employees.

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7) Job Relocation: Job relocation assistance is offered to employees who are transferred, by
finding alternative employment for the spouses of the transferred employees and getting
admissions in schools for their children in the new place. These arrangements help to reduce
the anxiety and stress for the moving family.
8) Supervisor Training: Another type of stress management Program that organizations are
experimenting with is supervisor training. The emphasis on supervisory training Program is
how to prevent job stress. Managers are trained to give better performance appraisals, to
listen to employees’ problems more effectively, and to communicate job assignments and
instructions more clearly.
9) Individual Stress Reduction Workshops: Some organizations have also sponsored
individual stress reduction workshops for their employees. These programs include
biofeedback, meditation to career counselling, time management and interpersonal skills
workshops. In lectures and seminars, participants are given a basic understanding of the
causes of stress and its consequences. Then, participants are given materials to help them
identify the major sources of stress in their own lives, and some strategies for dealing with
that stress more effectively.

TYPICAL CAUSES OF STRESS ON THE JOB

 Work Overload
 Time pressures
 Poor quality of supervision
 Insecure job climate
 Lack of personal control
 Inadequate authority to match responsibilities
 Role conflict and ambiguity
 Differences between company and employee values
 Change of any type, especially when it is major or unusual
 Frustration
 Technology with training or support
Signs of Stress
Although perception is a part of stress, stress is real.  There are more than a few ways a
person can react to stress.  The reactions fall into three categories:  thoughts, feelings and

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behaviors.  Stressful thoughts involve what’s going on in your head when you are stressed out. 
Some of the thoughts a person might have include the following:  
 Low self-esteem
 Fear of failure
 Inability to concentrate
 Embarrassing easily
 Worrying about the future
 Preoccupation with thoughts/tasks
 Forgetfulness

Emotional stress can cause a person to have feelings of anxiousness, fear, anger or even the
“blues.” 
Stress sometimes brings out unwanted behaviors too.  The following is a list of stressful
behaviors:
 Acting on a whim
 Being accident prone
 Crying for no apparent reason
 Grinding your teeth
 Laughing in a high pitch and nervous tone of voice
 Increasing smoking
 Increasing use of drugs and alcohol
 Stuttering and other speech difficulties
In addition to stressful feelings, behaviors and thoughts, physiology, which refers to the
way that the human body reacts chemically and physically to stress, can also cause problems. 
Stress can manifest itself mentally and physically.  Following are some of the indicators of a
stressed-out person:

 Perspiration /sweaty hand.

 Increased heart beat
 Trembling

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  Dryness of throat and mouth
 Tiring easily
 Urinating frequently
 Sleeping problems
 Diarrhea / indigestion / vomiting
 Butterflies in stomach
 Headaches
 Premenstrual tension
 Pain in the neck and or lower back.
 Loss of appetite or overeating
 Susceptibility to illness

WHAT ARE THE SYMPTOMS OF STRESS?

Physical symptoms
Physical symptoms can be caused by other illnesses, so it is important to have a medical
doctor treat conditions such as ulcers, compressed disks, or other physical disorders. Remember,
however, that the body and mind are not separate entities. The physical problems outlined below
may result from or be exacerbated by stress:
 sleep disturbances
 back, shoulder or neck pain
 tension or migraine headaches
 irregular heartbeat, palpitations
 asthma or shortness of breath
 chest pain

Emotional symptoms

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 Like physical signs, emotional symptoms such as anxiety or depression can mask
conditions other than stress. It is important to find out whether they are stress-related or not. In
either case, the following emotional symptoms are uncomfortable and can affect your
performance at work or play, your physical health, or your relationships with others:
 nervousness, anxiety
 depression, moodiness
 “butterflies”
 irritability, frustration
 memory problems
 lack of concentration

Relational symptoms
The antisocial behavior displayed in stressful situations can cause the rapid deterioration
of relationships with family, friends, co-workers, or even strangers. A person under stress may
manifest signs such as:
 increased arguments
 isolation from social activities
 conflict with co-workers or employers
 frequent job changes
 road rage
 domestic or workplace violence
 overreactions

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 CHAPTER-II

COMPANY PROFILE
Overview

Founded in 1919 by the visionary industrialist Shri G.D. Birla, at the outskirts of the
Kolkata, Birla jute manufacturing company Ltd. was the first company of the Birla Industrial
Conglomerate. Under the stewardship of his nephew Shri M.P. Birla, the company diversified
and expands its business interest beyond jute, to encompass cement PVC coated fabric, PVC
floor covering and auto trims.

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 After the demise of Late Mr. M.P. Birla in 1990, his wife, Mrs. Priyamvada Birla took
over as chairman of Birla Corporation and continued to lead the company till her death on 3 July
2004. She was an entrepreneur of distinction strong business acumen and, under her leadership,
the company crossed the Rs. 1,300-plus turnover mark.The company, renamed Birla Corporation
Limited, to reflect the wide range of operation, is the flagship company of the M. P. Birla group.
The strategic focus of the company has been on steady growth by developing and assimilating
technologies of tomorrow to manufacturing an ever widening range of value-added product,
while striving for complete customer satisfaction in India and abroad. Birla Corporation Limited
is proud of safe work practice followed at all its factories and godowns. As an enlightened
corporate citizen, Birla Corporation Limited is keenly aware of social responsibilities too, and
provides education and health care facilities for its employees, their families and the community
at large. Its export in 2004-05 stood at Rs. 85.28crores. Over the year, BCL’s business has grown
from strength to strength.

Overview: Cement Industry

The cement division of Birla Corporation Limited has seven cements, two each at
Satna (M.P.) – Satna Cement Works & Birla Vikas Cement, Chanderia (Rajasthan) – Birla
Cement Works & Chanderia Cement Works, and Durgapur (W.B.) – Durgapur Cement Works &
Durga Works & Durga Hitech Cement and one at Raebareli (U.P.) the total capacity of these
cements is 57.80 lakh tones. This cement manufacture varieties of Cement like Ordinary Portland
Cement (OPC), 43 & 53 grades, Portland Pozolanna Cement (PPC), Fly Ash based PPC, Low
Alkali Portland Cement, Portland Slag Cement, Low Heat Cement and Sulphate resisting
Portland cement. The cement is marked under the brand name of Birla Cement KHAJURAHO,
Birla cement CHETAK, Birla cement and Birla premium cement, bringing the product under a
common brand of Birla cement while retaining the niche identity of Khajuraho (for the OPC
product of Satna), Chetak (for OPC product of Chanderia) and Samrat of blended cement, i.e.
PPC & PSC, for all the units. The division export large quantity of cement to Nepal and
Bangladesh, under the brand name of Khajuraho, Samrat, Camel, Royal tiger. The special variety
of SAMRAT cement, begun produced by theSulphate soils and aggressive water and increased
resistance to alkali aggregate reaction beside corrosion resistance properties.

SCW, BVC and DVC have received the ISO 9001-2000 quality system certification,
covering the entire range of production and marketing. SCW & BVC have received the IS / ISO
14001 certificate, an international recognition for “Implementation of Environmental
Management System” BVC have got the “Best productivity of Performance” award from NPC
during 1986-88, NCCBM recognized it for “best

in energy performance” during 1986-87. It received “National Safety Award” for outstanding
performance in achieving the longest Birla ident free-period during 1994. In 1996, it received the
runner cup under scheme –1 of National Safety Award, for the lowest average frequency rate
Birla ident. BVC has also received “Fuller Energy Conservation Award” as first for “Lowest

24
Thermal Energy Consumption” (for group B’ category cements) for three consecutive years i.e.
1997-98, 1998-99, and 1999-2000. SCW has been adjudged by NCCBM the “Best in Energy
Performance” during 1993-94, 1994-95, 1995-96, 1997-98. It was the second best for
“Improvement in Energy Performance” during 1996-97. SCW has also got “Fuller Energy
Conservation Award” as first prize for “Lowest Thermal Energy Consumption” (for group A
category cements) for three consecutive years i.e. 1997-98, 1998-99, & 1999-2000. BCW &
SCW have received the ISO 9001-2000 certification for Quality Management system, covering
the entire range of production and marketing and also have received the IS/ISO- 14001
certification for BCW & CCW have bagged various awards from NCCBM. CCW have received
the “Best Productivity” award during 1989-90 & 1993-94. NCCBM recognized it for “Best
Improvement in Thermal Energy Performance” during 1993-94. It has won “Lal Bahadur Shastri
Memorial National award for “Excellent Pollution Control Implementation” for 2001-02 by
International Greenland Society. BCW was awarded “Best Improvement in Energy Performance”
and “Best Improvement in Thermal Energy Performance” during 1992-93.

The Rajasthan Government gave “Bhama Shah Samman” it during 1996. VECIIT Madras
chose Chanderia unit for excellence in “Improving Machinery Health Condition” during 1997.
VEC, Chennai chose Chanderia unit for sustained implementation of condition monitoring and
continued Machine Health Improvement Award during 2001-02. The Central Board awarded the
“Worker Education Trophy” for worker education, Udaipur Ministry of Labor, Government of
India for excellent contribution and Implementation of workers’ training during 1998-99 and
again in 2001-02. BCW has received excellence award in Cement Sector from the Rajasthan
State Council, Jaipur, during 2002-03. The DWC cement has received IS/ISO 9001-2000 license
for Quality Management system certification (Birla redited by road voor Birla redited
Netherlands). The capacity of the 6 lakh tons cement increased by another 10 lakh tons, making
it the largest cement in West Bengal. The new grinding unit, Durga Hitech Cement, has one ball
mill of 165 TPH capacities. This environment-friendly project, commissioned in 2005-06,
utilized thermal power station fly ash to produce PPC. DCW recorded 114% capacity utilization
in 2004-05, emerging as the highest growing cement unit in the eastern region. Cement cement
were set up in MP and Rajasthan and Grinding units in West Bengal and UP.
 Satna Cement Works – 1959
 Birla Cement Works - 1967
 Durgapur Cement Works - 1974
 Birla Cement Works - 1982
 Chittor Cement Works - 1986
 SCW-Conversion Cement – 1989
 Raebareli Unit – 1998

25
Installed Capacity and Production
Product Installed Capacity (2009-2010) Production (2009-2010)
Cement 6.07 Mill. Tons. 5.69 Mill. Tons.
Jute Goods 38000 M T 27,300 MT
PVC Floor Covering 48.60 lakh sq. mtrs 1.09 lakh sq. mtrs.
Auto Trim Parts 7.80 lakh Pcs 0.64 lakh Pcs
Iron & Steel Casting 3,750 tons 1,078 tons

FOUNDERS OF M. P. BIRLA GROUP

26
LATE Mr. M. P. BIRLA LATE Mrs. PRIYAMVADAJI BIRLA

Ex-CHAIRMAN

LATE Mr. RAJENDRA S. LODHA

27
CHAPTER-III

REVIEW OF LITERATURE

28
Fitzgibbons (1980) figured that “Most empirical work on the correlates of employee
absenteeism considers few predictors simultaneously or fails to distinguish among different types
of, or reasons for, absences.” He assessed a multivariate model of absence behavior that
distinguished among the excused and unexcused absences as well as those absences that are
attributed to illness. “He attempts to assess the stability of findings over time”.1
Breaugh (1981) determined “the relationship between Recruiting sources and Employee
Performance, Absenteeism and Work Attitudes”. He determined whether the sources through
which employees are recruited are related to subsequent job performance, absenteeism and work
attitudes. He also found strong source-of-recruitment effects. 2

Seamonds (1982) demonstrates the “Stress Factors and Their Effect on Absenteeism in a
Corporate Employee Group”. He measured the effect of health evaluation interviews on Illness
absenteeism. He conducted a 20-minute interview which is done in conjunction with the periodic
mental examinations which was designed to assess stress-related symptoms and coping abilities
related primarily to work stress. “A significant drop in illness absenteeism for the experimental
group as a result of the health evaluation interview and referral was observed.” 3

Gellatly (1995) examined “whether an employee's level of absenteeism was affected by age,
organizational tenure, perceptions of interactional justice, affective and continuance
commitment, and the perceived absence norm in the employees' work unit or department”. He
collecte the absence data following the employee survey. “Hypothesized relations between the
various individual- and group-level factors and employee absenteeism were specified in a
structural model and tested”. 4
Buschak (1996) focused on managing absenteeism for greater rate of productivity. She reveals
that “Unauthorized or unscheduled absenteeism is a problem for every organization or business.
It creates cost and productivity problems, puts an unfair burden on the majority of employees
who show up for work, ultimately hinders customer satisfaction, and drains the country's

1
http://www.sciencedirect.com/science/article/pii/0030507380900720

2
http://www.jstor.org/pss/255829

3
http://journals.lww.com/joem/abstract/1982/05000/stress_factors_and_their_effect_on_absenteeism_in.11.aspx

4
http://onlinelibrary.wiley.com/doi/10.1002/job.4030160507/abstract

29
economy.” She also “reviews the literature related to absenteeism and suggests how managers
can improve their absenteeism rate and, as a result, improve productivity”.5
Lechner (1997) studied the “The effect of participation in an employee fitness program on
reduction of absenteeism due to illness on three different worksites (police force, chemical
industry, banking)”. He used the longitudinal pretest-posttest designs. He collected the data and
divided the study into three different groups “high participation, low participation, and no
participation in the employee fitness program and did the covariance analysis.” 6
Muchinsky (1997) figured “employee absenteeism as a form of withdrawal behavior apart from
turnover.” He also “studied the psychometric properties of absence measures are reviewed, along
with the relationship between absenteeism and personal, attitudinal, and organizational
variables.”

Sagie (1998) observed that “the absences were regarded as voluntary or involuntary based on the
reasons provided by the employees or supervisors. It was hypothesized that voluntary as opposed
to involuntary absenteeism can be predicted by organizational commitment, job satisfaction, and
their interactive effect. Intention to quit was expected to predict voluntary absenteeism as well”.
He also suggested the relationship between the employee absenteeism and job satisfaction.7

USA (Today) (2000) briefed the article on “Putting the Brakes on Employee Absenteeism”. This
article demonstrates the various factors and reasons for employee absenteeism which includes
illness, stress, family issues, etc. It also describes that “Employees are tapped out on hours put
into work. It shouldn't be a surprise that they're stressed out as they attempt to juggle long hours
and personal demands”.8

Rost (2006) studied the “The Effect of Improving Primary Care Depression Management on
Employee Absenteeism and Productivity a Randomized Trial”. The main objective of his study
is to test whether an intervention to improve primary care depression management significantly

5
http://www.questia.com/googleScholar.qst?docId=5000371657

6
http://journals.lww.com/joem/Abstract/1997/09000/Effects_of_an_Employee_Fitness_Program_on_Reduced.5.aspx

7
http://www.sciencedirect.com/science/article/pii/S0001879197915815

8
http://findarticles.com/p/articles/mi_m1272/is_2659_128/ai_61586737/

30
improves productivity at work and absenteeism over 2 years. “Twelve community primary care
practices recruiting depressed primary care patients were identified in a pre-visit screening.”9

Smith (2006) describes the two main issues emerging in most of the organizations which is
Turnover and Employee Absenteeism. He observed that “Absenteeism has increased by 14%
since 1992. It costs employers $603 a day for each day an employee is out”. He gives a “report
that will help us to understand what causes absenteeism and provides solutions on how to treat
it.” He also described two types of absenteeism that require different treatments.10

Ybema (2010) “examined the interrelations between registered employee absenteeism, job
satisfaction, and burnout in a longitudinal design with four yearly waves of data.” He observed
the relationship between job satisfaction and absence frequency. He found that “Lower job
satisfaction increased the absence frequency, whereas higher absence frequency lowered the
subsequent job satisfaction”. “Furthermore, it was found that higher burnout enhanced future
time lost due to absence, and lowered future job satisfaction.”11

Admin (2011) suggested the reasons for “how to deal with employee absenteeism”. He
concluded that “One of the biggest challenges that organizations face today is unplanned
absenteeism. Frequent absenteeism from employees not only hampers the productivity of an
organization but it also affects the morale of hard working employees.” He highlighted the
responsibility of a manager to identify the employees who display culpable absenteeism, and thus
look for various steps to counter it.12

9
http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1350979/

10
http://hum.sagepub.com/content/43/7/601

11
http://www.informaworld.com/smpp/content~content=a918866280~db=all~jumptype=rss

12
http://businessarticles.co.in/category/employee-absenteeism

31
Aldana (2011) “demonstrates that the health risks and failure of employees to participate in
fitness and health promotion programs are associated with higher rates of employee
absenteeism”. When determining how to manage absenteeism, employers should carefully
consider the impact that health promotion programs can have on rates of absenteeism and other
employee-related expenses.13

Tappero (2011) explained the excuses of Employee Absenteeism. He added “Employee

absenteeism is a costly problem for employers.” He focused on the guidelines and the laws
that are applicable to all the employees and they have to follow them under every circumstance.
He stressed on a couple of things like “Companies need to have a solid attendance policy in
their employee handbook”, “Use of Work/Life programs to address employee absenteeism”,
“need of flexibility to control absenteeism”, etc.14

13
http://journals.lww.com/joem/Abstract/2001/01000/Health_Promotion_Programs,_Modifiable_Health.9.aspx

14
http://www.westsoundworkforce.com/employer-articles/excuses-excuses-employee-absenteeism

32
 CHAPTER-IV

OBJECTIVES OF THE STUDY

33
The basic objective of my project study is to determine the reasons for increase in absenteeism in
the employees of Birla Cement. I will focus on specific objectives mentioned below:

 To study the ways in which stress affects physical health and lifestyle.
 To understand the principles and applications of the mindfulness-based cognitive
strategies.
 To determine the difficulties faced by the workers.
 To suggest steps and devise techniques that can be taken to improve their presence.

34
 CHAPTER-V

Research Methodology
RESEARCH

35
 Research is a process in which the researcher wishes to find out the end result for a given
problem and thus the solution helps in future course of action. The research has been defined as
“A careful investigation or enquiry especially through search for new fact in any branch of
knowledge”.
RESEARCH METHODOLOGY
The procedure using, which researchers go about their work of describing, explaining and
predicting phenomena, is called Methodology. Methods compromise the procedures used for
generating, collecting, and evaluating data. Methods are the ways of obtaining information useful
for assessing explanation.
A. RESEARCH DESIGN:

A research design is an arrangement of conditions for connections and analysis of data in a

manner that aims to combine relevance to the research purpose with economy in procedure.
Research design is a plan that specifies the sources and types of information relevant to the
research problem. It is a strategy specifying which approach will be used for gathering and
analyzing the data. In fact, it is the conceptual structure with which research is conducted; it
constitutes the blue print for the collection, measurement and analysis of data. The plan is
an outline to research scheme on which the researcher id to work. The structure of the
research is a more specific outline or the scheme. The strategy shows how the research will
be carried out, specifying the method to be used in collecting data.
B. TYPES OF RESEARCH DESIGN:

Research design is mainly of three types: -

1. Exploratory research
2. Descriptive research
3. Experimental research

DESCRIPTIVE RESEARCH
The type of research used in this project is descriptive in nature. Descriptive research is
essentially a fact finding related largely to the present, abstracting generations by cross sectional

36
study of the current situation .The descriptive methods are extensively used in the physical and
natural science, for instance when physics measures, biology classifies, zoology dissects and
geology studies the rock. But its use in social science is more common, as in socio economic
surveys and job and activity analysis
DESCRIPTIVE RESEARCH AIMS
 To portray the characteristics of a particular individual situation or group (with or without
specific initial hypothesis about the nature of this characteristics).
 To determine the frequency with which something occurs or with which it is associated
with something else ( usually , but not always ,with a specific initial hypothesis).
The descriptive method has certain limitation; one is that the research may make
description itself an end itself. Research is essentially creative and demands the discovery of
facts on order to lead a solution of the problem. A second limitation is associated whether the
statistical techniques dominate. The desire to over emphasis central tendencies and to fact in
terms of Average, Correlation, Means and dispersion may not always be either welcome. This
limitation arises because statistics which is partly a descriptive tool of analysis can aid but not
always explain causal relation.
DESIGN OF DESCRIPTIVE STUDIES:
Descriptive studies aim at portraying accurately the characteristics of a particular group
or solution. One may undertake a descriptive study about the work in the factory, health and
welfare. A descriptive study may be concerned with the right to strike, capital punishment,
prohibition etc:
A descriptive study involves the following steps:
1. Formulating the objectives of the study.
2. Defining the population and selecting the sample.
3. Designing the method of data collection.
4. Analysis of the data.
5. Conclusion and recommendation for further improvement in the practices.
Research methodology is a way to systematically solve the research problem. It deals with the
objective of a research study, the method of defining the research problem, the type of hypothesis
formulated, the type of data collected, method used for data collecting and analyzing the data etc.
The methodology includes collection of primary and secondary data.

37
The chapter of research methodology will indicate the objective of the study, its universe,
sampling design used, collection of data, statistical tools employed for analysis of data and the
limitation of the study.

SAMPLING PLAN:

Sample Size:

The total sample size is based on 50 respondents. The respondents of present study belong to
Birla cement satna.

Sampling Unit:
Sampling Unit consists of Birla cement satna.
Sampling Element:
Sampling element consists of Non-Management Staff at Birla cement satna..
INSTRUMENT FOR INFORMATION:
 Primary Data:

Personal Interviews were conducted on the basis of structured questionnaire.

 Secondary Data:

Personal files of the employees, previous records of attendance of the employees,

and various websites were consulted.

DATA COLLECTION:

The selection of sample for the collection of primary data was based on convenient sampling
technique.

A. Respondents: 50 employees of Non-Management Staff of Birla cement satna.

(BCW)

38
 B. Tools: The questionnaire was pre-tested for clarity on one respondent (project in
charge). Improved questionnaires were used for final collection of data.

The primary data received through questionnaires from the employees of Birla cement satna
(BCW) was classified and tabulated. Quantitative and qualitative analysis was done and
inferences were drawn in line with the objective of the study.

STATISTICAL TOOLS USED FOR DATA ANALYSIS:

To analyze the collected data from the respondents Statistical Package for the Social Sciences
(SPSS) tool has been used, in which each and every component has been analyzed separately
with the help of graphs.

LIMITATIONS OF STUDY:
 The employees chosen were all habitual absentees and therefore their availability for
conducting interviews was the most difficult part. It took around 15 days to conduct
interviews only.
 Time was another critical constraint, since the whole study was done in small time
period of 6 weeks.
 During personal interviews workers were not willing to answer most of the questions
though every possible effort was made to make them reveal the truth.
 This study was done at only one cement of Birla Cement and so cannot be related to the
whole organization.

39
 CHAPTER-VI
DATA ANALYSIS & INTERPRETATION

DATA ANALYSIS AND INTERPRETATION

40
 1. Do you have various other interests (social, religious), which remain neglected

because you do not get time to attend to these

Never 8%

Occasionally 4%

Sometimes 52%

Frequently 36%

Very 0%

2. Do you feel stagnant in your role

41
Never 4%

Occasionally 12%

Sometimes 32%

Frequently 52%

Very 0%

42
3. Are you able to satisfy the conflicting demands of the various peer level people

Never 12%

Occasionally 24%

Sometimes 24%

Frequently 36%

Very 4%

4. Would you like to take more responsibility than at present

43
 Never 8%

Occasionally 24%

Sometimes 16%

Frequently 36%

Very 16%

5. The amount of work you have to do interferes with the quality you want to maintain

44
Never 4%

Occasionally 4%

Sometimes 48%

Frequently 40%

Very 4%

45
6. Is there not enough interaction between your role and other roles

Never 8%

Occasionally 8%

Sometimes 32%

Frequently 52%

Very 0%

7. Do you wish to acquire more skills to handle the responsibilities of your role

46
Never 4%

Occasionally 8%

Sometimes 20%

Frequently 32%

Very 36%

47
8. If you had full freedom to define your role you would be doing some things
different from what you do now

Never 0%

Occasionally 16%

Sometimes 44%

Frequently 20%

Very 20%

48
9. Several aspects of your role are vague and unclear

Never 40%

Occasionally 16%

Sometimes 12%

Frequently 32%

Very 0%

49
10. Do you wish to have more financial resources for the work assigned to you

Never 4%

Occasionally 4%

Sometimes 4%

Frequently 28%

Very 60%

50
 CHAPTER-VII
FINDINGS & SUGGESTIONS

51
 FINDINGS & SUGGESTIONS

FINDINGS

Based on the interviews and analysis of data collected, the findings that have come forward are:-

 Most of the employees feel that their other social aspects remain neglected due to
workload, which is incompatible with organizational role.

 Most of the employees feel that their roles are stagnant

 Some of the employees are not able to satisfy the conflicting demands of the various peer
level people.
 Most of the employees would like to take more responsibility than the present

 Most of the employees feel that their work interferes with the quality they want to
maintain in their job
 Most of the employees feel that there is not enough interaction between their role and
other roles because each one of them is working independently.

 Most of the employees wish to acquire more skills to handle the responsibilities of their
role

 Some of the employees feel that if they are given full freedom to define their role they
will do some things different from what they do now.

 Most of the employees feel that they should be provided with more financial resources for
the work assigned.

RECOMMENDATIONS

52
 When an individual occupies more than 1 role there are bound to be conflicts between the
different roles that he occupies. Such inter-role conflicts are quite frequent in a modern
society, where an individual is increasingly occupying multiple roles in various
organizations and groups. So the organization should throw a light on their employees
social aspects. The organization should improve the facilities for leisure and recreation;
fact of people doing things for enjoyment, when they are not working. The organization
should arrange programs for entertainment. Also a place for relaxation. Create a place for
indoor games like carom, table tennis etc

 As the individual grows older, he also grows in the role that he occupies in an
organization of the individual that the role changes, and with this change in role, the need
for taking up a new role becomes crucial. In order to be promoted the nit managers have
to reach certain targets set to them. Reaching these targets sometimes becomes very
difficult. This is bound to produce stress. Thus the organization should have a systematic
strategy of manpower development.

 When there are conflicting expectations or demands by different role senders, the role
occupant may experience this stress. But most of the employees are able to satisfy the
demands of the various peer level people.
But some employees are not able to satisfy the expectations from the boss, subordinates,

peers or clients. The organization should provide the employees with full information

about the products so that they are able to satisfy the peers or clients.

53
 A role occupant may feel that the functions, which he would like to perform, are being
performed by some other role. The stress felt may be called role erosion. Some important
role expectations of the employee are shared by other roles within the role set. So the
organization should give a chance to employees who are willing to take more
responsibilities to enhance their performance. And thus provide training, guidance and
assistance to the employees

 When the role occupant feels that there are too many expectations from the significant
others in his role set, he experiences role overload. Some employees feel that they cannot
possibly finish the work within the time limit. The employees should be given sufficient
time to complete the work since it is an insurance industry, getting the policies is quite
difficult

 When a role occupant feels that he is not prepared to undertake the role effectively, he
may experience this stress. Almost all the employees wish to acquire more skills because
the organization is launching new products in the market for the clients and so the
employees should posses enough knowledge, skills, training about the product because
without enough preparation or orientation they are likely to experience this type of stress
So the organization should prepare the employees for the assigned new role.

 This stress arises out of the conflict between the self-concept and the expectations from
the role, as perceived by the role occupant. Such conflicts are common, although they
may not be so severe. Some employees are willing to do things different from what they
do now. So the organization should support such employees so that they can generate
good business, which in turn will benefit the employees and also the organization.

54
 Resource Inadequacy stress is experienced when the resources required by the role
occupant for performing the role effectively are not available, such as information,
people, materials, finance or other facilities. The unit managers have to recruit 25
advisors to generate business from them. For this purpose they have to go for fieldwork
and hunt for them. So in this process they have to spend the money in looking out for the
efficient people. So the company so provides financial resources and transportation
facilities to the employees. This will reduce the stress of the employees and thus they
will be able to perform they role effectively with the availability of adequate resources.

55
CHAPTER-VIII
LIMITATIONS

56
 LIMITATIONS

 Due to time constraints and busy schedules of the nurses it was difficult to interact with
them completely.
 The responses may be influenced by personal bias.
 Generally do not provide in-depth understanding of underlying issues, reasons or
behavior patterns.
 Incorrectly designed surveys may produce invalid and misleading results.

57
CHAPTER-IX

58
 Conclusion

The study tries to reveal the factors influencing the absenteeism of employees with some
suggestions which will be of immense aid for the employees as well as the organization to reduce
the absenteeism level. I earnestly desire that, the study might bring some descend in the number
of absentees in the organization, if taken into consideration practically.
To conclude, employees’ dissatisfaction towards job & welfare measures, hectic
work schedule, stress, health problems are some of the major causes of absenteeism. This can be
reduced by the management by implementing various employee satisfactory changes in the
organization. People are the major assets of any organization and taking care of their welfare and
satisfaction is their duty as a whole apart from earning profit. As work environment is becoming
more challenging and complex, the management must also see through it that, it is capable of
managing and bringing in changes at the same pace so as to survive in this competitive scenario.

59
CHAPTER-X
REFERENCES

60
REFERENCES:-

BOOKS

 Organizational behavior : John W. Newstrom

 Managing Human Resources : Wayne. F. Cascio

 Making Organizational Roles Effective : Udai Pareek

 Web-Site : iciciprulife.com , google.com

 Journals : Company Journals & Magazine

61
CHAPTER-XI
ANNEXURE

62
QUESTIONNAIRE

“A study on Stress Management at Birla Cement”

The information given by you will be used only for the academic purpose, will be of immense
value and would assist me in this endeavor. Thus kindly co-operate

Name of employee :

Age
:

Gender : Male Female

Marital Status : Married Unmarried

Occupation :

1. Do you have various other interests (social, religious), which remain neglected because you

do not get time to attend to these

Never Occasionally Sometimes Frequently Very Frequently

(0) (1) (2) (3) (4)

63
2. Do you feel stagnant in your role

Never Occasionally Sometimes Frequently Very Frequently

(0) (1) (2) (3) (4)

3. Are you able to satisfy the conflicting demands of the various peer level people

Never Occasionally Sometimes Frequently Very Frequently

(0) (1) (2) (3) (4)

4. Would you like to take more responsibility than at present

Never Occasionally Sometimes Frequently Very Frequently

(0) (1) (2) (3) (4)

64
5. The amount of work you have to do interferes with the quality you want to maintain

Never Occasionally Sometimes Frequently Very Frequently

(0) (1) (2) (3) (4)

6. Is there not enough interaction between your role and other roles

Never Occasionally Sometimes Frequently Very Frequently

(0) (1) (2) (3) (4)

7. Do you wish to acquire more skills to handle the responsibilities of your role

Never Occasionally Sometimes Frequently Very Frequently

(0) (1) (2) (3) (4)

65
8. If you had full freedom to define your role you would be doing some things different from
what you do now

Never Occasionally Sometimes Frequently Very Frequently

(0) (1) (2) (3) (4)

9. Several aspects of your role are vague and unclear

Never Occasionally Sometimes Frequently Very Frequently

(0) (1) (2) (3) (4)

10. Do you wish to have more financial resources for the work assigned to you

Never Occasionally Sometimes Frequently Very Frequently

(0) (1) (2) (3) (4)

66
THANK YOU…

67