Project Sat

“A STUDY ON EFFECT OF PHYSICAL FITNESS PROGRAMS
AND MENTAL HEALTH PROGRAMS ON PERFORMANCE OF

EMPLOYEE AT WORKPLACE.”
A Project report submitted

in the partial fulfillment of the requirement for the award of the degree of
Integrated Dual Degree Programme

in
Master of Business Administration
By
M.GANGA DEVI
PRASAD
(Roll No. 17011U0202)
Under the Guidance of

Dr. R.NARSAIAH
Assistant Professor (C), JNTUHUCEH
DEPARTMENT OF HUMANITIES AND SOCIAL SCIENCES

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY
HYDERABAD UNIVERSITY COLLEGE OF ENGINEERING,
HYDERABAD - 500085
JULY - 2022
HYDERABAD-500085
CERTIFICATE BY THE HEAD OF THE DEPARTMENT
This is to certify that the project report titled “A STUDY ON EFFECT OF

PHYSICAL FITNESS PROGRAMS AND MENTAL HEALTH PROGRAMS ON
PERFORMANCE OF EMPLOYEE AT WORKPLACE.”submitted by M GANGA
DEVI PRASAD (17011U0202) student of Integrated Dual Degree Programme in
Masters of Business Administration in Human Resources specialization, Jawaharlal
Nehru Technological University Hyderabad during 2020-2022 is an original record of
bonafide work done for the fulfillment of requirements for MBA carried out by him in
the academic year 2021-22.
The results embodied in this report have not been submitted to any other university or
institute for the award of any degree or diploma.
Dr. N V S N Lakshmi
PROFESSOR & HEAD OF THE DEPARTMENT

JNTUH UNIVERSITY COLLEGE OF ENGINEERING, HYDERABAD
HYDERABAD-500085
CERTIFICATE BY THE PROJECT SUPERVISOR
This is to certify that the project report titled “A STUDY ON EFFECT OF

PHYSICAL FITNESS PROGRAMS AND MENTAL HEALTH PROGRAMS ON
PERFORMANCE OF EMPLOYEE AT WORKPLACE” submitted by M GANGA
DEVI PRASAD (17011U0202) student of Integrated Dual Degree Programme in
Masters of Business Administration in Human Resources specialization,
Jawaharlal Nehru Technological University Hyderabad during 2020-2022 is an
original record of bona fide work done for the fulfillment of requirements for MBA
carried out by him under my guidance and supervision.
The results embodied in this report have not been submitted to any other university
or institute for the award of any degree or diploma.
DR.R.NARSAIAH
ASSISTANT PROFESSOR (C) IN MANAGEMENT STUDIES
JNTUH UNIVERSITY COLLEGE OF ENGINEERING, HYDERABAD
HYDERABAD-500085
DECLARATION BY THE CANDIDATE
I, M GANGA DEVI PRASAD bearing Roll No. (17011U0202), hereby declare

that the project report on titled “A STUDY ON EFFECT OF PHYSICAL FITNESS
PROGRAMS AND MENTAL HEALTH PROGRAMS ON PERFORMANCE OF
EMPLOYEE AT WORKPLACE” is a bonafide work carried out by me and submitted
to Department of Humanities and Social Sciences, JNTUH University College of
Engineering, Hyderabad, in fulfillment of the requirements for the award of the degree of
Master of Business Administration as a part of the Integrated Dual Degree
Programme (IDP) during the academic year 2021 - 2022.
This is a record of bonafide work carried out by me and the results embodied in the
project have not been reproduced/copied from any source.
M GANGA DEVI PRASAD

17011U0202
ACKNOWLEDGEMENT
I am grateful to DR. A. PRABHU KUMAR, Principal, and Dr. N V S N

LAKSHMI, Professor and Head of the Department of Humanities and Social Sciences,
JNTUH College of Engineering, Hyderabad for giving me this opportunity to work on
“A STUDY ON EFFECT OF PHYSICAL FITNESS PROGRAMS AND MENTAL
HEALTH PROGRAMS ON PERFORMANCE OF EMPLOYEE AT
WORKPLACE”
I sincerely express my deep sense of gratitude to my project guide, Dr.R.NARSAIAH,

Assistant Professor (C) in Management Studies, Department of Humanities and Social
Sciences, JNTUH University College of Engineering, Hyderabad, for her invaluable
help, efficient guidance, and encouragement throughout the project. Working under
such an eminent guide was my privilege.
I would like to thank all the other staff members, both teaching and non-teaching
members of the Department of Humanities and Social Sciences, JNTUH University
College of Engineering, Hyderabad who have extended their timely help to complete
my work. My sincere thanks to all the respondents for being very supportive throughout
the project and for providing genuine and valuable data without which, the project
would not have been completed. I also owe deep respect of gratitude to our parents and
friends for their cheerful encouragement and valuable suggestions, without whom this
work would not have been completed in this stipulated time. Last but not least, I
acknowledge the help received from many journals and websites.
Finally, I thank one and all who helped me directly or indirectly throughout my project
work.
M GANGA DEVI PRASAD

17011U0202
ABSTRACT :-
Hundreds of years ago, our ancestors only had one job. Become a hunter and collect food
for their families. Gathering food, honey, and tasting berries major part of their daily life.
they involved more in physical activities. They had to be fast, sharp, and precise by the
sense.Comparing it with current situation.What is paramount to your organization’s
success,Your assets are your employees. Keeping them fit and happy is the first step
towards ensuring good employee health. fitness takes work, exertion and time. Solid
behaviors basically don’t happen overnight ,With enterprises expanding working hours
and managing with never finishing push ,it as it were makes sense for an organization to
offer fitness procedures for holding staff and spurring them to keep performing their
best. Since pay is longer the foremost centered region within the current world but the
work satisfaction, appreciation and arrangements of work-life adjust to reach the beat
ranks. Due to this, progressive companies make arrangements of way of life education,
fitness sessions, wellbeing evaluations and what not. The modern-day work environment-
with its long periods of sitting, fast takeout suppers, and computer screen eye strain- isn’t
useful to either the Mental or the physical well-being of your employees.work is an
activity generally performed due to “economic necessity”.physical and Mental health
programs on the other hand is described as useful to “recharge the energy” so that work
performance is improved and efficient. This means employee performance depends on
physical and Mental health programs –or at least, can be boosted with it. physical and
mental health programs and its effect on the performance of employees motivated this
study. The purpose of the study was to determine the effect of physical and mental health
programs on the well-being and performance of employees. Existing literature did not
address both performance with regards to workplace physical and mental health
programs . The researcher sought to fill this gap by investigating the effect of physical
fitness programs , Mental health programs ,on opinion of employees and the
performance of employees. Descriptive research design was used. The findings revealed
that physical fitness programs improved work quality, job performance, productivity,
and morale. Mental health programs lowered stress and anxiety and improved awareness
of work stressors, alertness, and Mental capability. The results confirmed that fitness,
Mental health in physical and mental health programs had an effect on employee
performance . Correlation tests on the strength and significance of variables’ effects
showed that physical fitness and Mental health had strong positive correlations with
employee performance . In conclusion, participation of employees and the effects of the
physical and Mental health program on their performance. Although slightly more than a
majority of employees benefited from the positive effects of workplace physical and
mental health programs , the remaining employees were not much interested. To attract
this missing group, the researcher proposes that organizations provide practical solutions
for these hindrances. This would encourage more employees to take up workforce
physical and mental health programs and help them realize the performance and health
benefits of these programs.
1
TABLE OF CONTENTS
ACKNOWLEDGEMENT
ABSTRACT i
TABLE OF CONTENTS ii
ACRONYMS AND ABBREVIATIONS iv
LIST OF TABLES v
LIST OF FIGURES vi
CHAPTER ONE
INTRODUCTION............................................................................................................ 1
1.1 Background of the Study ......................................................................................... 1
1.2 Statement of the Problem ......................................................................................... 3
1.3 General Objectives ....................................................................................................4
1.4 Specific Objectives ................................................................................................... 4
1.5 Research Questions .................................................................................................. 4
1.6 Purpose of the Study ................................................................................................. 4
1.7 Significance of the Study .......................................................................................... 5
1.8 Scope of the Study .................................................................................................... 6
1.9 Limitations of the Study ........................................................................................... 6
1.10 Assumptions of the Study ....................................................................................... 7
1.11 Organization of the Study ....................................................................................... 7
CHAPTER TWO LITERATURE REVIEW ................................................................ 8
2.1 Introduction ...............................................................................................................8
2.2 Theoretical Review ....................................................................................................8
2.2.1 Theory of Planned behavior .......................................................................... 8
2.2.2 Herzberg Motivator-Hygiene Theory ...............................................................9
2.2.3 Maslow Hierarchy of Needs Theory ................................................................10
2.2.4 McClelland’s Theory .......................................................................................
14
2.3 Empirical Review......................................................................................................11
2.3.1 Physical Fitness on Employee
Performance ....................................................12
2.3.2 Mental Health on Employee
Performance ......................................................14
2.4 The Conceptual
Framework ......................................................................................15
2
2.5 Summary of Literature Review and Research
Gaps .................................................16
CHAPTER THREE RESEARCH METHODOLOGY .............................................. 17
3.1 Introduction ............................................................................................................. 17
3.2 Research Design...................................................................................................... .17
3.3 Target
Population .................................................................................................... .17
3.4 Sample Design .....................................................................................................18
3.5 Sampling Design .....................................................................................................18
3.6 Data Collection Instruments ................................................................................... 19
3.7 Research hypothesis................................................................................................. 20
3.8 Data Analysis and Presentation .............................................................................. 21
3.9 Ethical Considerations .......................................................................................... 21
CHAPTER FOUR RESEARCH FINDINGS ............................................................ 22
4.1 Introduction ............................................................................................................. 22
4.2 Analysis of Response Rate and Descriptive Statistics ............................................ 22
4.3 Descriptive Analysis of Demographic
Information ...................................................26
4.4 Inferential Analysis ................................................................................................. 35
4.4.1 Reliability Analysis…………………………………………………………...41
4.4.2 Factor Analysis……………………………………………………………….42
4.4.3Physical and mental health programs with respect to the Performance
Improvement of Employees Correlation.................................................................. 59
4.4.4 Multiple linear Regression...............................................................…………61
CHAPTER FIVE SUMMARY, CONCLUSION AND RECOMMENDATION...... 64

5.1 Introduction ............................................................................................................. 64
5.2 Summary ................................................................................................................. 64
5.3 Effect of Physical Fitness programs on Employee ……………………………….66
5.3.1 Effect of Physical Fitness programs on Employee

Performance ..............................................................................................................
66
5.3.2 Effect of Mental health programs on Employee
Performance ..............................................................................................................
67
5.4 Recommendations ................................................................................................... 68
5.4.1 Suggestions for Further Research ....................................................................
68
5.5 Conclusion ............................................................................................................... 68
REFERENCES ...............................................................................................APPENDIC
ES ................................................................................................................. 69
3
APPENDIX A: SAMPLE SIZE ESTIMATION
TABLE ............................................................ 73 APPENDIX D:
QUESTIONNAIRE .......................................................................... 74
ACRONYMS AND ABBREVIATIONS

TCS - TATA Consultancy services
EFP - Employee Fitness Programme
HRM - Human Resource Management

Statistical Package for Social
SPSS - Sciences
4
LIST OF TABLES
Table 4.1 The Response Rate ............................................................................................

23
Table 4.2 Participation in programs ............................................................................. 26
Table 4.3 Time for Physical and mental health programs ……………………..............
31
Table 4.4 Correlation between participation in workforce physical and mental health
programs programs and availability of time ....................................................................
33
Table 4.5 Physical Fitness programs affect Job Performance…………………............. 34

Table 4.6 Physical Fitness programs Improve motivation……………………….........
35
Table 4.7 Correlation between fitness programs and job performance ………………...
36
Table 4.8 Job Tasks Cause Stress and Anxiety…………..................................................
37
Table 4.9 Workplace Mental health programs Reduce Stress and Anxiety …………... 38
Table 4.10 Reliability Analysis………………………………………………………….41
Table 4.11 Kaiser-Meyer-Olkin test…………………………………………................ 42
Table 4.12 Communalities……………………............................................................... 46
Table 4.13 Principal Component Analysis…………………......................................... 51

Table 4.14 Pattern Matrixa.......................................................................................... 52
Table 4.15 Structure Matrix......................................................................................... 55
Table 4.16 component correlation matrix…………………………………................ 58
5
Table 4.17 Correlation of Physical and mental health programs....... ………………59
Table 4.18 Model Summary………………………………………………………..61

Table 4.19 ANOVAa.................................................................................................. 62
Table 4.20 Coefficientsa............................................................................................. 63
LIST OF FIGURES
Figure 2.1 Conceptual Model ...........................................................................................15
Figure 4.1 Gender of the Respondents ..............................................................................

23
Figure 4.2 Age of respondents...........................................................................................24
Figure 4.3 Figure 4.3 work experience………………………………………......... ..25
Figure 4.4 Figure 4.4 participation in programs……………………………………..27
Figure 4.5 Employees interested in participating in physical fitness program……….27

Figure 4.6 relevant trainer………………………………………………………….28
Figure 4.7 Lack of Participation in Physical and mental health programs......................29
Figure 4.8 activities Preferred by Respondents ..............................................................30
Figure 4.9 TCS’s Priority in Promoting Physical and mental health programs ..............32
Figure 4.10 Overall mental health of the employees…………………………………..37

Figure 4.11 Workplace Mental health programs on better work management………..40
Figure 4.12 scree plot…………………………………………………………………..48
6
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Making ensuring that people and organisations function at a high level is the aim of human
resource management (HRM). Workplace physical and mental health programmes are a
new idea that address this performance requirement. Programs for physical and mental
health are described as initiatives that advance the wellbeing of employees in a business.
These initiatives include yearly family outings, sporting events, vacations, gym
memberships, and sporting venues. They also include initiatives to promote fitness, such
lessons on losing weight, cancer and hypertension testing, classes on managing substances,
workshops on self-help or counselling, and free medication. These initiatives aim to inspire
workers, boost morale, and improve job satisfaction.
The impact of physical and mental health programmes on work performance and
productivity has been covered in great detail by academics. For instance, Golaszewski and
Yen (1992) and Wattles and Harris (2003) both found that health promotion initiatives led
to a decrease in health claims, high productivity, a decrease in absenteeism, and a greater
return on investment relative to the amount invested. Another report confirming this
assertion was the Aga Khan Development Framework (2013) that showed how health
problems such as diabetes mellitus and hypertension declined when employees engaged in
physical and mental health programs or leisure activities. Similarly, organisations such as
the American Council on Exercise and the Aga Khan Development Network (AKDN) have
supported the concept of physical and mental health programs arguing that setting aside
leisure time and fitness programs improves the employees’ quality of life thereby
enhancing their job performance, Mental status, and physical health (Aga Khan
Development Network, 2013; Parks and Steelman, 2008). According to fitness Proposal
(2006), physical and mental health programmes decreased the costs of sick days, medical
expenses, and disability benefits by 27.8 percent, 28 percent, and 33.5 percent,
respectively. This further supported the idea that companies were paying less for health
1
insurance. Similar to this, the World Health Organization (2003) found that workplace
physical activity increases productivity by 52%, cuts health care expenses by 50%, and
decreases sick days by 32%. Employers also gain indirectly from physical and mental
health initiatives, such as increased productivity and morale among employees, increased
staff retention, and enhanced brand recognition. As the need for physical and mental health
programmes rises, the trend in these programmes has continued to pick up speed.
Numerous sports and entertainment facilities have made an effort to accommodate this
need by offering a variety of leisure activities as well as physical and mental health
programmes to employed individuals. Organizations have also put money and effort into
developing workplace amenities for physical and mental health initiatives. Although the
human resources department has endorsed the idea of workplace physical and mental
health programmes, there is no concrete evidence that these programmes have a positive
impact on TCS workers' performance.For the past 50 years, Tata Consultancy Services, a
provider of IT services, consulting, and business solutions, has worked as a transformation
partner with many of the top companies in the world. TCS provides a spectrum of business,
technology, and engineering services and solutions that are led by consulting and powered
by cognitive technology. This is provided through its distinctive Location Independent
Agile delivery approach, which is acknowledged as a standard of excellence in software
development.. TCS, a member of the Tata group, the biggest multinational corporation in
India, employs approximately 411,000 of the best-trained consultants in the world across
46 nations. The corporation, which is listed on the BSE (previously Bombay Stock
Exchange) and the NSE (National Stock Exchange) in India, reported combined sales of
US $19.09 billion for the fiscal year that ended on March 31, 2018. TCS has gained a spot
in prestigious sustainability indexes including the Dow Jones Sustainability Index (DJSI),
MSCI Global Sustainability Index, and the FTSE4Good Emerging Index because to its
proactive approach to addressing climate change and its award-winning engagement with
communities across the world. The administration and HR division is in charge of
monitoring the productivity and general well-being of TCS workers.
2
1.2 Statement of the Problem
It is vital that organizations hire competent employees to provide quality products and
services that promote customer confidence, goodwill, and satisfaction.After hiring
competent workers, it is important that organisations attract and retained quality staff to
achieve their corporate vision and strategic objectives. However, attracting and retaining
competent staff is a challenge for most organisations. This is because competent
employees look for external opportunities after work to meet their need for leisure or
physical and mental health programs (Mokaya and Gitari, 2012). The working
environment at TCS is characterised by long, sedentary working hours where employees
engage in constant research, brainstorming, and monitoring adhere to quality standards
and equation of certificates. In addition, employees face stressful encounters with
customers who may abuse them for service problems or factors beyond their control.
Furthermore, the long working hours means that employees are unable to maintain proper
work-family balance. These factors expose the employees to poor health, lack of job
commitment, low morale, high stress levels and work-life conflicts. To address the
performance and health challenges affecting its staff, TCS invested in employee physical
and mental health programs facilities for leisure. It determineed these facilities to
provide leisure and improve the employees’ welfare.
However, the utilization of these facilities by the employees is wanting.Various studies
have determineed a positive relationship between leisure satisfaction, the psychological
health of employees, turnover, and job performance (Mokaya and Gitari, 2012; fitness
Proposal, 2006; World Health Organization, 2003). Although they posit a significant
positive relationship between physical and mental health programs and employee
performance, organisations such as TCS are still reluctant to implement continuous
physical and mental health programs programs.Reasons include cost of investment, lack
of knowledge, and lack of participation. Firstly, physical and mental health programs
programs for the organization require a significant amount of investment, which is a
challenge for HR managers who want to improve the satisfaction of employees towards
their jobs. Secondly, managers are unable to quantify benefits accrued from physical and
mental health programs programs such as staff morale and job satisfaction. This is
3
because very little evaluation has been done on the effects of physical and mental health
programs on employee performance at TCS.The third challenge is getting employees to
participate in the fitness activities. This is because the Commission operates in a
strenuous industry which does not give employees the opportunity or time to participate
to ensure a proper work-life balance (Varatharaj and Vasantha, 2012). Lack of
participation by employees and lack of management information on the organizational
benefits of physical and mental health programs motivated the researcher to undertake
this study. In addition, the researcher was motivated by the need to determine whether
TCS’s physical and mental health programshad any effect on the performance of its
employees. The study would help the researcher understand the benefits of physical and
mental health programs on employees as well as determine relationships between the two
variables with the aim of convincing TCS to implement continuous physical and mental
health programs as a determinant of employee performance.
1.3 General Objective
The general objective was to determine the effect of physical fitness programs and
Mental health programs on the performance of employees at TCS.
1.4 Specific Objectives
i. To determine the effect of physical fitness programs on the performance of employees

at TCS.
ii. To determine the effect of Mental health programson the performance of employees
at TCS.
1.5 Research Questions
i. What is the effect of physical fitness programs on the performance of employees at

TCS?
4
ii. What is the effect of Mental health programs on the performance of employees at
TCS?
1.6 Purpose of the Study
The purpose of the study was to determine the effect of physical and mental health
programs on employee performance.
1.7 Significance of the Study
The study was important for various stakeholders. These included the management of
TCS, human resource practitioners, and scholars of HRM.
1.7.1 Management of TCS
Senior management would benefit from this study because the researcher was going to
evaluate the impact of existing physical and mental health programs programs and
identify factors that hindered managers from expanding the scope of their physical and
mental health programs plans. The management would also benefit from the
recommendations showing how best they could design and implement physical and
mental health programs programs to improve employee performance.
1.7.2 Human Resource Practitioners and the Government
Human resource professionals would also gain from the study since it would highlight the
advantages of physical and mental health programmes and inspire them to take use of
leisure time to boost employee morale, wellness, and productivity. The practitioners
would also comprehend the connection between physical and mental health programmes
5
better. Health care expenses and physical and mental well-being. This knowledge would
encourage them to adopt physical and mental health programme strategies that enhance
and consequently lower employee absence and health care expenses. Furthermore, it is
hoped that the study would help the government, particularly the Ministry of Labour,
develop policies and legislation pertaining to employee welfare and productivity in both
the public and private sectors.
1.7.3 Scholars
Finally, the study would add to knowledge on physical and mental health programs .
This topic is emerging and had not been adequately embraced in IT companies.
Nevertheless, the study sought to help scholars understand how physical and mental
health programs impacted on the performance of employees. This understanding would
encourage more scholarly research on the benefits of specific physical and mental health
programs facilities and the creation of physical and mental health programs frameworks
that could be tailored to the gender, age, health status, and tastes of employees.
Consequently, this study aimed to increase attention and provide direction to the physical
and mental health programs aspect of human resources research.
1.8 Scope of the Study
The scope of the study was the employees of TCS. where other physical and mental
health programs facilities and activities were common in IT companies. The researcher
focused on 100 permanently employed male and female staff who had access to the
firm’s physical and mental health programs facilities.
1.9 Limitations of the Study
The study site was TCS. It involved the staff of the organization. They were asked to give
their views on physical and mental health programs and the effect of the programs on
their performance and overall health. The respondents did not have time to provide
6
standard answers because the data collection instrument was structured with specific
responses. They were also not inclined to respond to the questionnaire used meaning their
decision to participate in the research affected the quality of feedback and validity of the
findings. Other constraints were insufficient time to conduct the research in detail and the
restricted financial resources also posed a major limitation, especially in regard to
printing and data analysis.
1.10 Assumptions of the Study
The study was based on the following assumptions: there were many determinants of
employee performance; that TCS was willing to modify its attitude towards workplace
physical and mental health programs; and that the respondents were ready to cooperate
with the researcher to answer the questionnaires without fear or bias.
1.11 Organization of the Study
The study was organized into five chapters. Chapter one introduced the background of
the study, statement of the problem, purpose of the study, research objectives,
significance, scope, assumptions, and limitations of the study. Chapter two provided the
literature review. It discussed empirical nature with regards to the objectives of the study
and provided a conceptual framework on the same. Chapter two outlined the
methodology for the study including the research design, target population, sampling
frame and size, data collection instruments, and techniques for data analysis and
presentation. Chapter four presented the findings of the data including interpretations and
graphical presentations. Chapter five provided a summary of the findings, a discussion
according to research objectives, conclusions, and recommendations for TCS and further
research.
7
CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
This chapter presented reviewed literature on the approaches to physical and mental
health programs and how these approaches influenced employee performance. The
chapter was divided into two sections. The first section discussed theories concerning the
topic. It touched on motivation theories as well as theories on employee behavior.The
second section analyzed literature on two aspects of physical and mental health programs
with relation to their effect on employee performance. The two aspects were physical
fitness programs, Mental health programs.
2.2 Theoretical Review
This section described theories related to the motivation and behavior of employees
including the theory of planned behavior, Hertzberg’s motivator-hygiene theory,
Maslow hierarchy of needs, and McClelland’s theory.
2.2.1 Theory of Planned behavior
This theory's fundamental tenet was that a person's behaviour could be predicted based on
how they felt about a specific activity (Ajzen, 1991). In the study's context, this meant
that a human resource management could forecast how an employee would behave
toward physical and mental health programmes based on the employee's attitude toward
social events and fitness programmes organised by the company. According to Ajzen
8
(1991), the theory of planned behaviour proposed that it was feasible to gauge a worker's
subjective standards by learning about his or her opinions and ideas around physical and
mental health initiatives. This indicated that human resource managers at TCS could
forecast (and influence) their employees' intentions regarding physical and mental health
programmes just by observing their employees' attitudes and conduct in this regard.
According to Godin and Kok (2008), the implication is that human resource managers
can influence employee behaviour toward physical and mental health programmes by
influencing employee attitudes and perceptions of these programmes as well as by taking
into account past behaviour to forecast future behaviour on the same.
2.2.2 Herzberg Motivator-Hygiene Theory
As a useful strategy for motivating employees, this notion attracted a lot of attention. It
was predicated on the idea that elements related to cleanliness and motivation affected
employee motivation and job satisfaction. While the absence of hygiene variables (such
as income, job security, company policy, and working conditions) was observed to have
little to no impact on job happiness, the presence of motivators like the work itself,
responsibility, and recognition were seen to boost job satisfaction. Tan and Waheed
(2011) presented a related conclusion. They found that when employees responded
strongly to their sentiments about the job, it increased job satisfaction in accordance with
Herzberg's hypothesis (motivators). These driving forces were acclaim, accountability,
success, and advancement. Negative responses or dissatisfaction towards the job were
associated with hygiene factors such as salary, company policy, supervision, and
interpersonal relations. Although other studies have suggested that hygiene factors are
actually motivators, Tan and Waheed (2011) observed that the distinction between
hygiene and motivating factors helped human resource practitioners focus on particular
factors that affected the job satisfaction and motivation of their employees.
According to Tamtekin's (2012) investigation on the connection between Herzberg's

theory and performance, intrinsic elements including the nature of the work and
interpersonal relationships had an impact on how satisfied employees were with their
9
jobs. Salary and length of employment were rated poorly on the intrinsic happiness scale,
however prestige and autonomy were shown to boost workers' self-esteem, which in turn
led to better performance and job satisfaction. Rynes, Gerhart, and Parks (2005) noted
that Herzberg asserted that financial incentives played a significant role in raising or
lowering satisfaction but did not always contribute to motivation or job satisfaction, in
contrast to Maslow's hierarchy which did not define financial incentives as a key
motivator.
The majority of research on work satisfaction focused on money, income, and salary. For
instance, Robbins (2001) stated that employees utilised money as a scorecard to gauge
their importance inside the company. When compared to employees with low scorecard
values, individuals with higher scorecard values were thought to be more important.
According to Kochan's (2002) theory, financial incentives made workers temporarily
obedient but compromised their motivation in keeping their jobs. This is due to the
influence of money, which changed their focus from the long term to receiving more
benefits in the near term. Money and compensation affected employee behaviour in the
near term, leading to work satisfaction, according to Robbins (2001) and Kochan (2002).
Few studies, however, have identified factors that affect work satisfaction over the long
term. According to research by Farmer and Seers (2004), Parks and Steelman (2008),
Mokaya and Gitari (2012), and others, physical and mental health initiatives have a long-
term impact on employee work satisfaction.
2.2.3 Maslow Hierarchy of Needs Theory
Managers may better understand employee needs by using Maslow's hierarchy model.
The concept recognises that food, shelter, and water are the most fundamental human
needs. Following the satisfaction of these wants, the person climbs the pyramid to look
for safety and independence. Because employees are always under pressure to perform
and meet organisational goals, Benson and Dundis (2003) noted that controlling stress
was a crucial component of the safety/security demand. Following the satisfaction of
these demands, the employee's motivators would progress to social belongingness, where
they looked to satisfy their desire for kinship and companionship. Once the employee had
10
a sense of belonging, his or her desires would progress to self-esteem, where they strove
to feel competent and confident.
Rynes, Gerhart and Parks (2005) observed that monetary rewards were not recognised in
the Maslow’s hierarchy as important determinants for work motivation. They added that
the arrangement of human needs along the hierarchy was instinctive because it was based
on what elements created greater motivation and what elements had less motivation. The
authors also observed that employees who engaged in meaningful work and were
committed to their jobs were able to advance up the levels and achieve the higher-order
needs which did not include monetary rewards. Although the scholars did not touch on
workplace physical and mental health programs , their assertions on job satisfaction and
commitment could be used to support this researcher’s findings on the effect of Mental,
physical and social physical and mental health programs programs on employee
commitment to their jobs.
2.2.4 McClelland’s Theory
The thesis was founded on the idea that a person's motivation and conduct were impacted
by their desire for success, power, and connection. According to a study by Lambrou et
al. (2010) on motivation and job satisfaction among health workers, the demand for
success is the most important motivator, while the need for power is the least important.
The urge for association, which was shared by nurses and doctors, was the second driving
force. It is possible to compare this demand for attachment to the social component of
workplace physical and mental health programmes.. Overall, the study supported the
notion that success and affiliation are powerful drivers of employee performance and
work happiness. According to Chatzoglou et al. (2011), McClelland's theory aids
researchers and practitioners in comprehending how workers' levels of attention and
effort were impacted by their need for power, accomplishment, and affiliation. Both Mak
and Sockel (2001) and Chatzoglou et al. (2011) noted that the theories would aid human
11
resource managers in comprehending how McClelland's demands impacted employee
engagement, retention, absenteeism, and overall well-being.
2.3 Empirical Review
This section analysed literature on two elements of physical and mental health programs
and their relationship to employee performance.
2.3.1 Physical Fitness on Employee Performance
Employee fitness programmes have been linked to improved organisational performance,

according to Falkenberg (2007). Their research was predicated on the idea that employee
fitness programmes appealed to workers, served as retention tools, and had a major
influence on lowering stress levels, which had a detrimental impact on productivity and
job performance. Their research revealed that employee performance and productivity
were significantly improved by physical fitness programmes. It revealed that the majority
of employees who took part in physical fitness programmes performed better than
average, had lower absence rates, were more dedicated to their jobs, and saw less staff
turnover. The results corroborated the idea that employee performance was improved by
physical fitness programmes. The study further backed the requirement for physical and
mental health programmes to enhance employee performance and health requirements.
Pronk and Kottke (2009) and Kerr and Vos (1993) both published research that supported
the use of exercise programmes to enhance employee wellbeing and lower absenteeism.
The goal of Kerr and Vos' study was to ascertain if employee fitness programmes (EFPs)
enhanced the performance, well-being, and health of ING bank workers. According to
their study's findings, EFPs increased employees' overall wellbeing among those who
exercised and decreased absence rates. The results confirmed the hypothesis that
workplace fitness programmes had a large and immediate effect on employees'
performance and general well-being.
Wattles and Harris also conducted a study in 2003 on the connections between worker
productivity, absenteeism, and job satisfaction. Their study found that employees who
12
participated in EFPs were more productive, more satisfied with their jobs, and took less
sick days. According to Parks and Steelman (2008), these positive outcomes were related
to the employees who took part in EFPs having higher levels of physical stamina and
flexibility.Similar to this, a research from Western Australia's Department of Health
found that initiatives to promote health at work have the ability to encourage or influence
employee behaviour, improving job performance. The study revealed that fitness
initiatives improved workers' health and, as a result, provided companies with financial
gains. Higher productivity, lower workplace expenses, and lower absenteeism were all
connected with better individual and organisational performance.
Aldana et al (2005) introduced a financial aspect to the link between EFPs and employee
well-being. Their research was based on a 2-year study on a fitness programme for
Washoe County School District. The findings showed no significant differences between
the health costs of those who participated in the programme and those who did not.
However, the research showed that there was a significant reduction in absenteeism (and
subsequent cost savings) among those who participated in the fitness programme.
Alternatively, Goetzel and Ozminkowski (2008) observed significant cost differences
amongst employees who participated in EFPs. Their research showed that EFPs reduced
health care costs associated with group health (by 47%), turnover (by 37%), disability
(5%), and worker compensation programs (3%). The findings showed that EFPs could
help organizations realise savings of over $2,562 for every employee resulting from
better performance, reduced health care needs, and reduced absenteeism.
Ackland et al. (2005) added that fitness programs had positive improvements in the
health of employees including increased physical activity, improved nutrition, lower body
fat levels, reduced smoking and alcohol intake, lower blood pressure, reduced stress
level, and reduced risk to cardiovascular disease and type 2 diabetes. These health
benefits were associated with physical and mental health programs such as counselling,
weight loss programs, team building, health screening, gym sessions, and education
seminars on nutrition and health (Ackland et al., 2005). This assertion was supported by
13
Parks and Steelman (2008) who observed that participation in employee fitness programs
increased job satisfaction. This is because employees were more flexible and had higher
muscular strength levels. This increased their energy and motivated them to increase their
work output thereby enhancing job satisfaction.
2.3.2 Mental Health on Employee Performance
A research on the relationship between physical and mental health programmes and
employees' mental health was undertaken by Goetzel and Ozminkowski in 2008. Their
study used behaviour analysis theory to analyse how employee mental health improved as
a result of physical health initiatives. The results demonstrated that taking part in EFPs
reduced stress levels, which had a good effect on mental health. On the effect of physical
and mental health programmes on employees' mental health, Akmal et al. (2012) reached
a similar conclusion. Their study on the job happiness of employees participating in
physical and mental health programming programmes found that these individuals had
higher job satisfaction and better mental health than those who did not.
In addition, a research on the mental health of working women in Chennai city was
undertaken in 2012 by Varatharaj and Vasantha. They wanted to see if work-life balance
among women improved, leading to better mental health, thanks to physical and mental
health initiatives. According to the research, women who engaged in physical and mental
health programmes had lower stress levels and more emotional intelligence, which
improved their work-life balance and job satisfaction. The study found that stress levels
among workers were reduced and their emotional intelligence increased as a result of
physical and mental health activities. The advantages of mental health programmes at
work for work-life balance were also agreed upon by Cieri, Holmes, Abbott, and Pettit
(2002). They asserted that Mental health programs conditioned employees to become
flexible and have better Mental stamina to balance their work and family responsibilities.
This work-life balance was associated with fewer stressful events, improved family well-
14
being, improved relationships, and better fit between the employee’s work and family
commitments.
2.4 The Conceptual Framework
Employee performance served as the research's dependent variable. Physical fitness and
mental health were the independent factors. Work-life balance, absence rates, stress
levels, and mental capacity were all included in the employee performance variable. The
employee's muscular strength, flexibility, blood pressure, and presence of lifestyle
disorders including diabetes and cardiovascular disease were all included as part of the
physical fitness variable. The employee's stress level, self-esteem, job satisfaction,
pleasure, and absence from work were all included in the mental health variable.
Figure 2.1 shows the conceptual framework for this research study.
Independent variables Dependent variables
Physical Fitness
Affects
Employee
Performance
Mental Health
Figure 2.1 Conceptual Model Source: (Author, 2013)
15
2.5 Summary of Literature Review and Research Gaps
The first chapter's variables were expanded upon in this chapter. It examined the main
study factors as well as hypotheses on employee behaviour in the workplace and
motivation. The analysis demonstrated how TCS may apply the ideas to alter employee
attitudes about physical and mental health initiatives. This behavioural modification
strategy aims to encourage staff members to take part in physical and mental health
programmes in order to enhance their performance and general well-being. It was
important to note, nevertheless, that there was little current research on programmes for
both physical and mental health. The majority of the literature only covered a single area
of workplace physical and mental health initiatives, which is why. Few studies found any
connections between employee performance and wellness and workplace physical and
mental health initiatives.
Furthermore, none of the prior research focused on the researcher's case study, TCS. This
study aimed to bridge this knowledge gap for researchers and practitioners in the field of
human resources. Its objective was to determine how TCS employees performed as a
result of physical and mental health initiatives.
16
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
This chapter discusses the methodology used for the study. It also describes the research
design, the selection of the target population, data collection instruments, sampling, and
methods for analyzing data. The approaches for data analysis and the study's various
dimensions, research objectives, and the methodology used to achieve those objectives
are illustrated. The technique for gathering data and selecting a sample of employees
from the aforementioned companies as main data, as well as research articles and journals
as secondary data for analysis, has also been detailed. The tools and processes utilized to
analyze the data for the research are also covered in this part. This chapter covers the
sample size, sampling methodology, data collection instruments, and data processing
methods used. The steps used for the research are referred to as research methodology.
The method for doing the research is discussed in this chapter.
3.2 Research Design
Descriptive research design was selected for the study. This is due to the design's
emphasis on a phenomena under investigation's features. With reference to the case
study, the researcher was able to define the features of physical and mental health
programmes and their effects on employee performance thanks to the descriptive design.
The descriptive character of the research was influenced by two independent variables:
physical fitness and mental health. To aid the researcher in figuring out how they
impacted employee performance at TCS, these characteristics were assessed and
documented. The researcher would also be able to make brief suggestions using a
descriptive approach to TCS management, HR professionals, and academics interested in
workplace health.
17
3.3 Target Population
A population refers to the ‘combination of elements that have similar characteristics
and/or behavior. A population was very important in academic research because it helped
the researcher investigate the effect of a phenomenon. This target population made
inference on the management and employees of TCS to solve the research problem.
3.4 Sample Design
To carry out an effective investigation, the researcher had to identify a list from the target
population. It was important that the sampling frame was complete and accurate so that
all members of the population were represented.
3.5 Sampling Design
The researcher chose a sample from the target population using a straightforward random
sampling procedure. The best sampling technique was stratified random sampling since it
was both highly representative and could be applied to the remainder of the population.
Using this technique, the researcher may divide the organisational structure into four
clusters, each of which would represent a population with a certain leadership position or
formal degree of power. Because it was simple to use, the samples didn't need to be
specified, it was affordable for a small population, and the researcher thought that the
samples within each cluster were equal, the researcher utilised simple random sampling
within each cluster. The researcher then gathered information for each cluster and
conducted a separate analysis of it to improve the efficiency and performance of the
analysis.
18
3.5.1 Sample Size
Yamane’s Formula for Sample size: Yamane’s Formula for sample size is used to
calculate sample size from a given population with some margin of error.
Here,
N- Population Size,
e- Margin of error (0.1 if confidence level is 99%)
Using Yamane’s formula for sample size, the size of the sample for the population of
21000 employees is calculated to be 100.
It was important to have a sample size that represented the target population. From the
table, a target population of 120 staff required a sample size of 100.
3.6 Data Collection Instruments
We gathered information from both primary and secondary sources. The major data
source was a questionnaire, while secondary sources were peer-reviewed articles gathered
from databases, conference papers, and journals of human resource management. A
survey is a research tool used to gather information from a sizable sample group. The
researcher selected a google form since it was simple to disseminate to the sample, made
clear the goal of the study, provided respondents the option to react or express their
opinions, and allowed respondents to complete it whenever it was convenient for them. In
Appendix II, you'll find a sample of the data gathering questionnaire. Based on the study
goals outlined in the first chapter, the researcher created the questionnaire. The
questionnaire only allowed for replies on a five-point scale and employed closed-ended
questions. Strongly agree, agree, neutral, disagree, and strongly disagree made up the
scale. The scale made it easier for the researcher to get nominal information on the
19
respondent's perceptions of their performance, social interaction, mental health, and level
of physical fitness. The questionnaire was accompanied by an introductory letter that
explained the study's goals, stressed the value of the respondents' involvement, and
ensured their anonymity.
3.7 RESEARCH HYPOTHESIS
Based on the objectives of the study the research hypotheses formulated for the study
are as follows
Hypothesis 1:
H0 : There is no significant correlation between the physical activities and
the performance of the employee.
H1 : There is a significant correlation between the physical activities and the
performance of the employee.
Hypothesis 2 :
H0 : There is no association between the mental health programs and the
H1 : There is an association between the mental health programs and the
Hypothesis 3:
H0 : There is no association between opinion of employee and performance
of the employee with respect to the participation in physical and mental
health programs
H1 : There is association between opinion of employee and performance of
the employee with respect to the participation in physical and mental health
programs
20
3.8 Data Analysis and Presentation
Data analysis is the systematic organising and synthesis of data for use in research and
testing. The results gathered from the questionnaire were analysed using the quantitative
analysis approach. Descriptive statistics and inferential statistics were also made easier to
utilise by the descriptive character of the research. Included in descriptive statistics were
means, variance, standard deviations, and frequencies. Correlation and coefficient of
variance tests were two examples of inferential statistics. In order for the researcher to be
able to present the results as tables and charts, the questionnaire responses were subjected
to quantitative analysis. In order to tackle the study challenge, the researcher also applied
quantitative analytic methodologies to provide quantifiable and measurable outcomes.
Quantitative data analysis was carried out using SPSS, Statistical Package for Social
Sciences. The data was subjected to a number of tests, including communalities,
percentages, two-tailed tests, and Pearson's correlation. The results were then shown
using figures and tables. The researcher was able to evaluate the findings and construct a
visual summary with the aid of the figures and tables.
3.9 Ethical Considerations
The researcher followed the following moral guidelines. By not seeking or releasing any
personal information about the respondents, such as their names, the researcher first
ensured them of their secrecy. Every single response was kept anonymous. Second, the
participants in the study exercised their free choice and were not coerced into taking part.
21
CHAPTER FOUR
Data Analysis and interpretation
4.1 Introduction
This chapter presents the findings of analyzed data that was collected from respondents.
The findings are presented in graphical form and explained using analysis. The chapter
begins with a discussion on the response rate of the questionnaire issued to the
respondents. It is then divided into sections addressing each research objective. The first
section presents findings on the participation of respondents in workforce physical and
mental health programs programs. Section two presents findings on the participation of
respondents in physical fitness programme while section two presents findings on the
participation of respondents in Mental health programs.
4.2 Analysis of Response Rate.
This research was guided by two broad research objectives:

To determine how physical fitness programs influences the performance of employees
at TCS; To determine how Mental health programs influence the performance of
employees at TCS; Under each broad objective, the researcher had to analyse responses
to a number of survey questions. Questionnaire was forwarded to 120 employees of the
organization. Only 100 responded to the questionnaires and returned the survey. An
outline of the responses is shown in table 4.1.
22
Table 4.1 The Response Rate
Questionnaire Response Percentage
Responded 100 90
Did not respond 20 10
Total 120 100.0
As seen in table 4.1, there was a return rate of 90%.
23
4.2.1 Gender
Respondents were asked to select their gender. The distribution of gender in the
responses
Figure 4.1 Gender of the Respondents
As can be seen from figure 4.1, 80% of the respondents said that they were male while
male while 20% of the respondents said that they were female. This implied that there
were more male respondents than females in the study. It also implied that gender
distribution in TCS was skewed towards males rather than females.
4.2.1.1 Age of Respondents
Respondents were required to select their age group ranging from 20 years to over 35
years. The distribution of the respondents’ ages is shown in figure 4.2 below.
24
Figure 4.2 Age of respondents
4.2.1.2 Years of Service at TCS
The study sought to identify the years of service among the respondents. Respondents
were to select one of four categories: 0-2 years, 2-4 years, 4-6 years, and over 6years.
25
Figure 4.3 work experience
26
4.3.1.1 Participation in Workforce Physical and mental health programs programs
Respondents were asked in which program they have participated.
Table 4.2 Participation in programs
programs Frequency Cumulative Percent
Physical 49 49
Mental 28 77
Both 23 100
Total 100 100
27
Figure 4.4 participation in programs
4.3.1.2 Employees interested in participating in physical fitness program
Respondents asked whether they are interested in participating in the programs which are
conducted by the organization.
The responses are shown in figure 4.4.
Figure 4.5 Employees interested in participating in physical fitness program
28
The results showed that 31% of the respondents were very much interested in
participating in programs which are conducted by the organization , where as 46% of the
members were interested and 24% were neutral towards participation in programs which
are conducted by the organization.
4.3.1.3 Did they provide you with good trainer
Respondents asked whether the organization has provided proper trainer during the
program which are conducted by the organization.
The responses are shown in figure 4.4.
Figure 4.6 relevant trainer
29
The results showed that 34% of the respondents have said that they were provided with
relevant trainer during the programs which are conducted by the organization , where as
33% of the members were agreeing and 27% were neutral interms of trainer which were
provided to them during the programs which are conducted by the organization. 6%of the
employee were dissatisfied by the trainers which were provided by the TCS.
4.3.1.4 Reasons for not participating in physical fitness programs
Respondents who said they did not participate in workforce physical and mental health
programs programs were asked to state the reasons for not doing so. The responses are
shown in figure 4.4.
Figure 4.7 Lack of Participation in Physical and mental health programs
The results showed that 33% of the respondents lacked time to participate in the
programme. Conversely, 22% of the respondents cited lack of interest as the reason, 25%
30
were discouraged by the financial costs involved while 12% due to lack of facilities. In
addition, 8% had other priorities. the success of employee-based fitness programs was
hindered by lack of time, interest, and prioritization. We observed that only when these
factors were addressed, organizations would harness the benefits of fitness programs and
thereby improve the performance and health of their employees.
4.3.1.5 Activities Preferred by Respondents
Respondents were asked to select their preferred physical activities.
The responses are shown in figure 4.5 below.
Fi
gu
re
4.8 activities Preferred by Respondents
31
The results show that 34 of the respondents gave the highest preference to cricket
physical fitness programs at 25. Gym was preferred by 24 of the total respondents,12 of
the responses are preferring the soccer and 20 of the respondents like to go to meditation
classes ,15 of the respondents said they preferred fitness adventure . The least preferred
activities were ergonomics office equipment at 6 responses smoke cessation at 10%.
4.3.1.6 Time for Physical and mental health programs
Respondents were asked to select their time preferences that employee must be given
time for these activities apart from working hours for performing the activities. Their
responses are shown in table 4.6.
Table 4.3 Time for Physical and mental health programs
Opinion Frequency Valid Percent Cumulative Percent
Strongly agree 38 38 38
Agree 49 49 87
Neutral 13 13 100.0
Disagree 0 0 100.0
Strongly disagree 0 0 100.0
Total 100 100
The findings reveal that 38% of respondents preferred that the physical and mental health
programs were time must be given apart from working hours. On the other hand, 49% of
respondents agreed that time must be given apart from working hours .13% were neutral
on this opinion. The findings implied that most managers and employees of TCS
32
preferred that physical and mental health programs to be conducted apart from working
hours.
4.3.1.7 Company Priority towards Physical and mental health programs .
Respondents were asked what they perceived to be the priority of the organization
towards physical and mental health programs . Responses were limited to low priority,
moderate priority, high priority, and unsure. This is shown in figure 4.6.
Figure 4.9 TCS’s Priority in Promoting Physical and mental health programs
Forty-six percent of the respondents said that the company had placed moderate priority
on workplace physical and mental health programs . On the other hand, 14% percent of
33
the respondents said that the company placed a low priority on physical and mental health
programs while 39% of the respondents said the company had placed a high priority. The
minority of responses (15%) showed uncertainty on the organization’s prioritization of
physical and mental health programs programmes.
majority of the responses in the findings showed that TCS had some confidence in
workforce physical and mental health programs programs which influenced the moderate
to high prioritization felt by its staff.
4.3.1. 8 Correlation between participation in workforce physical and mental health
programs programs and availability of time
A correlation test was performed to determine the strength of the relationship between the
respondents’ participation in workforce physical and mental health programs programs
and their ability to participate in terms of time Table 4.7 shows the correlation findings.
Table 4.7 Correlation between participation in physical and mental health programs
programs and availability
Value
Pearson’s correlation (R) 0.765
Frequency 100
The results showed a strong positive correlation of r=0.765 between the participation of
TCS staff in workforce physical and mental health programs programs and their
availability in terms of time. This implies that as time increased, meaning staff had more
time to engage in the activities, so did their participation in physical and mental health
programs programs increase. Chi-tests were conducted to determine the independency
of the variables and therefore prove if the two variables were correlated. The chi-square
test was performed on the respondents’ participation in physical and mental health
programs programs and availability of time. The findings showed Chi-square value of
589.211. The results showed that the two variables were dependent and therefore more
likely to be correlated. This validated the correlation findings on the participation of
34
respondents and their availability of time. The implication was that there was a
significant relationship between the participation of TCS staff in workforce physical and
mental health programs and their availability to engage in these programs .
4.3.2 opinion of employee after taking of Physical Fitness and Mental health programs
physical fitness and Mental health programs had an effect on the performance and health
of employees. This study sought to determine the effect of physical fitness programs on
the performance, work quality, morale, and efficiency of employees in the workplace.
4.3.2.1 participation in physical fitness programs affect their job performance
Respondents were asked whether their participation in workplace fitness programs had an
effect on their job performance. The responses are shown in table 4.8 below
Table 4.5 Physical Fitness programs affect Job Performance

Agree 34 34 60
Neutral 27 27 87
Disagree 13 13 100.0
35
Total 100 100
The findings reveal that 26% of the respondents strongly agreed while 34% generally
agreed that physical fitness programs had an effect on their job performance. On the
other hand, 13% percent of the respondents disagreed that physical fitness programs
had an effect on their job performance while 0% of the responses showed strong
disagreement. Overall, the majority of responses (60%) implied that participation in
physical fitness programs had an effect on job performance.The findings by majority of
responses reflected these studies to confirm that fitness programs had an effect on TCS
staff. This effect included lower rates of absenteeism, better job productivity, and higher
job satisfaction.
4.3.2.2 Opinion of employee on Effect of Workplace Fitness and Mental health
programs on Employee motivation
Respondents were asked whether their participation in workplace fitness programs had
an effect on their motivation at work. This is shown in table 4.9.
Table 4.6 Physical Fitness programs Improve motivation
Agree 40 40 69
Neutral 26 26 95
Disagree 5 5 100.0
36
Total 100 100
Twenty nine percent of respondents strongly agreed that physical fitness programs had
an effect on their motivation. A further 40% of the respondents generally agreed that
physical fitness programs had an effect on their morale. 26 respondents were neutral.
Therefore, the findings confirm that workplace fitness programs had an effect on the
motivation of staff .
4.3.2.3 Correlation between Participation in Workplace Fitness programs and Job
Performance
A correlation test was performed to determine the strength of the relationship between the
respondents’ participation in workforce fitness programs and their job performance.
This is shown in table 4.11.
Table 4.7 Correlation between fitness programs and job performance

Value
Pearson’s Correlation (R) 0.859
Frequency 100
The results showed a strong positive correlation of r=0.859 between the participation of
TCS staff in workforce physical and mental health programs programs and their job
performance. This implied that as employees engaged in the programs , so did their job
performance improve.
4.3.3 Effect of Mental health programs
Mental health programs had an effect on the performance of employees in the workplace.
Consequently, the study sought to determine the effect of Mental health programs on the
37
employees’ stress and anxiety levels, Mental capability, alertness, motivation, and
satisfaction.
Overall mental health of the employees
Respondents were asked to rate themselves in terms of mental health they were given a
scale of 1 to 5 on which they 1 represents that there mental health is very bad and 5
represents very good. Fig 4.10 rating of mental health
Figure 4.10 Overall mental health of the employees

4.3.3.1 Level of Job Stress and Anxiety
Respondents were asked to specify their level of stress and anxiety. This is shown in table
4.12.
Table 4.11 Job Tasks Cause Stress and Anxiety

Agree 48 48 87
Neutral 13 13 100.0
Disagree 0 0 100.0
38
Total 100 100
The findings reveal that 39% of the respondents strongly agreed and 48% of the
respondents generally agreed that their job tasks made them stressful and anxious. On the
other hand, 13% of the respondents did not believe that their job tasks made them
stressful and anxious. Nevertheless, majority of the responses (86%) implied that TCS
staff was stressed and anxious from job tasks. As a result, these employees have higher
stress levels and cases of depression, burnout, and disengagement with their work. The
findings by TCS staff show that job tasks can influence the stress levels and anxiety of
employees in other organizations as well.
4.3.3.3 Workplace Mental health programs on Stress and Anxiety
Respondents were asked whether their participation in workplace Mental health

programs had an effect on their stress and anxiety levels. This is shown in table 4.13.
Table 4.9 Workplace Mental health programs Reduce Stress and Anxiety
Agree 45 45 73
27 27 100.0
Neutral
39
Disagree 0 0 100.0
Total 100 100
Results showed that 28% of the respondents strongly agreed that workplace Mental
health programs influenced stress and anxiety levels among TCS staff. Furthermore, 45%
percent of the respondents generally agreed extent that workplace Mental health
programs influenced their stress and anxiety level. Overall, all of the respondents
positively confirmed that workplace Mental health programs had an effect on lowering
their job stress and anxiety.
4.3.3.4 Workplace physical and mental health programs on punctuality
Respondents were asked whether their participation in workforce Mental health programs
had an effect on their punctuality. This is shown in table 4.14.
Table 4.10 Mental health programs Influence My Mental Capability at Work
Agree 43 43 73
27 27 100.0
40
Neutral
Disagree 0 0 100.0
Total 100 100
The findings showed that 30% of the respondents strongly agreed Mental health
programs influenced the respondent’s punctuality at work. fourtythree of the respondents
agreed on the same but to a moderate extent. Only 27% were neutral.
4.3.3.5 Workplace Mental health programs on better work management.
Respondents were asked whether their participation in workplace Mental health

programs affected their work management. This is shown in figure 4.10.
Figure 4.11 Workplace Mental health programs on better work management
41
Figure 4.11 Mental health programs Affect work management
Twenty nine percent of the respondents strongly agreed that Mental health programs had
an effect on their alertness at work. A further 45% of respondents agreed that Mental
health programs influenced their work management. 26% of employee were neutral.
4.4 INFERENTIAL ANALYSIS
Inferential Statistics was performed after quantitatively summarizing the data using
descriptive statistics. Inferential statistics are used to support the inferential statements
which were made about the population that the sample represents. The statistical analyses
used in this study are viz., Reliability Analysis,KMO & Bartlett
analysis,Correlation,multiple linear regression.
The following sections present the different analyses used to meet the objectives of the
study.
4.4.1 Reliability Analysis
Cronbach’s alpha was introduced by Lee Cronbach's (1951) to measure the internal
consistency and it is expressed between 0 and 1 (Tavakol & Dennick, 2011).This research
has used the Likert five point scale (Averin et al., 2017) therefore it is necessary to check
the reliability and consistency of the questionnaire. For the purpose of reliability, questions
were constructed and the Cronbach’s alpha value for the entire set of items is .899 which
is highly reliable and the value above 0.70 is acceptable. Hence this shows the majority of
the respondents were comfortable in responding to the question statement.
42
Table 4.10 Reliability Analysis
4.4.2 Factor Analysis
The value Kaiser-Meyer-Olkin Measure of sampling adequacy is 0.863 (86.3%) which is

adequate to proceed with factor analysis. 17 question statements were constructed and
circulated among the employee of the TCS, the respondents (100) had to answer on a
Likert scale the same was used for a factor analysis. Factor analysis is a statistical
procedure used to describe the variability among observed correlated variables. It reduces
large number of variables into fewer factors which groups common variables into
descriptive category (Yong & Pearce, 2013) The factor analysis indicates 5 important
output - KMO and Bartlett’s (Table 1), Total Variances Explained(Table 2),
Communalities(Table 3),
Scree Plot (Graph 1), Component Matrix (Table 4),Rotated Component Matrix(Table
5),Component Transformation Matrix(Table 6).
Table 4.11 Kaiser-Meyer-Olkin test
43
Factor Analysis
Descriptive Statistics
Mean Std. Deviation Analysis N
Did you find any 4.00 .765 100
improvement in your
performance after
participating in the physical
fitness programs?
Participating in mental health 4.00 .765 100
programs motivates me
towards better work
management
are you intrested in 4.09 .740 100
participating in physical
fitness program?
Does these mental health 4.28 .683 100
programs give you enough
Motivation?
I am satistfied and motivated 3.93 .832 100
to perform my tasks
Do you think that 3.74 .939 100
participation in physical
fitness programs affect your
job performance??
I became more punctual 3.98 .778 100
after partictipating in physical
and mental health programs
Did they provide you with 3.75 .968 100
good trainer?
Do you participate in 4.22 .705 100
physical fitness programmes
which TCS conduct?
44
Do you think that employeee 4.28 .683 100
must be given time for these
activities apart from working
hours?
Did they provide you with 3.74 .960 100
best mental health advisor?
Do you think being physical 3.62 1.099 100
fit contributes to work
harder?
What do you think about 4.17 .805 100
TCS's priority towards
promoting workplace
physical fitness programs
45
46
Communalities
Initial Extraction
Did you find any 1.000 .958
improvement in your
performance after
fitness programs?
Participating in mental health 1.000 .958
towards better work
management
are you intrested in 1.000 .917
fitness program?
Does these mental health 1.000 .912
Motivation?
I am satistfied and motivated 1.000 .540
to perform my tasks
Do you think that 1.000 .795
job performance??
I became more punctual 1.000 .656
Did they provide you with 1.000 .755
good trainer?
Do you participate in 1.000 .926
which TCS conduct?
Do you think that employeee 1.000 .669
hours?
Did they provide you with 1.000 .684
47
Do you think being physical 1.000 .842
harder?
What do you think about 1.000 .729
promoting workplace
Extraction Method: Principal Component Analysis.
Table 4.12 Communalities
Total Variance Explained

Initial Eigenvalues Extraction Sums of Squared Loadings
Component Total % of Variance Cumulative % Total % of Variance Cumulative %
1 4.035 31.035 31.035 4.035 31.035 31.035
2 2.409 18.534 49.569 2.409 18.534 49.569
3 1.376 10.585 60.154 1.376 10.585 60.154
4 1.348 10.366 70.521 1.348 10.366 70.521
5 1.173 9.020 79.541 1.173 9.020 79.541
6 .824 6.335 85.876
7 .585 4.497 90.373
8 .432 3.324 93.697
9 .350 2.690 96.387
10 .315 2.424 98.810
11 .092 .706 99.516
12 .063 .484 100.000
13 1.110E-16 8.540E-16 100.000
48
Figure 4.12 scree plot
49
50
Component Matrixa
Component
1 2 3 4 5
Did you find any .851 -.380 .271 -.004 .123
improvement in your
performance after
fitness programs?
Participating in mental health .851 -.380 .271 -.004 .123
towards better work
management
are you intrested in .799 -.406 .177 .102 .270
fitness program?
Does these mental health -.664 -.402 .275 .477 .080
Motivation?
I am satistfied and motivated .550 .381 -.187 .188 .149
to perform my tasks
Do you think that -.445 .289 .161 -.157 .680
job performance??
I became more punctual -.472 .134 .593 -.249 -.046
Did they provide you with .320 .614 .238 .468 -.001
good trainer?
Do you participate in -.563 -.422 .474 .454 -.001
which TCS conduct?
Do you think that employeee -.361 -.240 .111 -.634 .260
hours?
51
Did they provide you with .419 .493 .425 -.220 .189
Do you think being physical .215 .217 .467 -.273 -.675
harder?
What do you think about -.109 .803 .129 .196 .129
promoting workplace
a. 5 components extracted.
Table 4.13 Principal Component Analysis.
52
Rotated Component Matrixa
Component
1 2 3 4 5
Did you find any .958 -.143 .021 -.121 .070
improvement in your
performance after
fitness programs?
Participating in mental health .958 -.143 .021 -.121 .070
towards better work
management
are you intrested in .939 -.092 .047 -.089 -.130
fitness program?
Does these mental health -.189 .915 -.102 .042 -.164
Motivation?
I am satistfied and motivated .230 -.436 .508 -.075 -.180
to perform my tasks
Do you think that -.243 .097 .048 .817 -.238
job performance??
I became more punctual -.235 .339 -.087 .472 .506
Did they provide you with .073 -.055 .856 .012 .119
good trainer?
Do you participate in -.053 .957 -.071 .045 .026
which TCS conduct?
Do you think that employeee -.087 -.006 -.633 .505 .075
hours?
53
Did they provide you with .292 -.342 .406 .436 .356
Do you think being physical .043 -.126 .085 -.178 .886
harder?
What do you think about -.360 -.120 .685 .329 .080
promoting workplace
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 6 iterations.
Component Transformation Matrix

Component 1 2 3 4 5
1 .770 -.515 .272 -.254 .054
2 -.455 -.433 .697 .287 .196
3 .358 .492 .184 .422 .647
4 .043 .552 .636 -.390 -.370
5 .265 .001 .055 .723 -.635
Rotation Method: Varimax with Kaiser Normalization.
54
4.4.2 Physical and mental health programs with respect to the Performance
Improvement of Employees Correlation.
Table 4.17 Correlation of Physical and mental health programs
Correlations
Improveme
nt in your AVERAG
performanc average of E OF
e physical MENTAL
Improvement in your Pearson Correlation 1 .887 .762**
performance Sig. (2-tailed) .000 .002
Sum of Squares and 2.690 2.000 1.403
Cross-products
Covariance .090 .067 .047
N 100 100
100
average of physical Pearson Correlation .887 1 .790
Sig. (2-tailed) .000 .000
Cross-products
N 100 100 100
AVERAGE OF Pearson Correlation .726** .790 1
MENTAL Sig. (2-tailed) .002 .000
Cross-products
N 100 100 100
55
**. Correlation is significant at the 0.05 level (2-tailed).
A value of P<0.05 or below shows that the two variables are correlated, that is, they are
significantly related. When the values are higher than 0.05 (p>0.05) then the variables are
not significantly related. Generally, the results showed that physical fitness and Mental
health programs had a high correlation and therefore significant relationship with
employee performance. Table 4.20 shows that physical fitness programs had a strong
positive correlation with employee performance at r= 0.887. This suggested that
engaging in exercise and nutrition programs played a significant role in the employee’s
performance. A decrease in fitness engagement would also lead to a decline in employee
performance . Similarly, the P value was below 0.05 (p<0.005) which indicated that
physical fitness programs had a significant relationship with employee performance
variable. This implied that an increase in physical fitness participation would bring
corresponding change in the performance of employees at TCS.
In the case of Mental health, the findings in table 4.20 showed a strong positive
correlation of r= 0.762. This suggested that Mental health programs (such as individual
counselling and stress management) played a significant role in the performance of
employees. Similarly, p<0.4 confirmed that the two variables were related and had a
positive significant relationship. This implied that an increase in Mental health
participation would bring a corresponding change in the performance of TCS employees.
4.4.3 Multiple linear Regression
56
Here we analyze the multiple linear regression between the average score after taking part
in the programs and average of mental and average of physical where as the dependent
variable is the score of the employee after taking part in the physical and mental health
programs which are conducted by the organization
Hypothesis :
Null hypothesis H0 : There is no association between opinion of employee
and performance of the employee with respect to the participation in
physical and mental health programs
Alternative Hypothesis H1 : There is association between opinion of
employee and performance of the employee with respect to the participation
in physical and mental health programs
Variables Entered/Removeda
Mod Variables Variables
el Entered Removed Method
1 AVERAGE . Enter
OF
MENTAL,
average of
phyb
a. Dependent Variable: AVG SCORE AFTER
AFTER TAKING PROGRAMS
b. All requested variables entered.
57
Model Summary
Mod R Adjusted R Std. Error of
el R Square Square the Estimate
1 .432a .583 .546 .285
a. Predictors: (Constant), AVERAGE OF MENTAL, average
of phy
Table 4.18 Model Summary
ANOVAa
Sum of Mean
Model Squares df Square F Sig.
1 Regression 1.803 2 .902 9.512 .000b
Residual 7.878 97 .081
Total 9.682 99
a. Dependent Variable: AVG SCORE AFTER AFTER TAKING PROGRAMS
b. Predictors: (Constant), AVERAGE OF MENTAL, average of phy
Table 4.19 ANOVAa
Coefficientsa
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 2.402 .371 6.473 .000
average of phy -.013 .121 -.012 -.108 .002
58
AVERAGE OF .409 .104 .438 3.924 .000
MENTAL
a. Dependent Variable: AVG SCORE AFTER AFTER TAKING PROGRAMS
Table 4.20 Coefficientsa
The table Model summary when we focus on R square value 0.58 when rounded two
decimals and converted into percentage the It will be around 60% R square is the measure
of the amount of variance and independent variable that an independent variables or
predictors accounts for when taken as a group, it doesn’t measure how much and
individual predictor accounts for ,but only when we take them all as a group this model
summary table says overall the regression model is predicting the score of the employee.
The Anova table is a test of whether this R square is significantly greater than 0 . when
we look at the table and column Sig the value of p is less than 0.05 that means the test is
significant in other words r square is greater than zero that means our predictors are to
able account for a significant amount of variance in scores of the employee after taking
part in the programs which are conducted by the organization in other words the
Regression modle is significant.
The overall regression model was significant
F(2,97)=9.51 , p<0.001 and R^2=0.60
This tells overall our Regression model was statistically significant . when I take the
physical and mental health programs as a group then they predict the score of employee
significantly
Finally coefficients table looks at the each predictor individually so whether a given
predictor was significant on its own and forth and what we do is by looking at the Sig
value then we can observe that p value which is 0.002 for the physical activities which is
less than 0.05 that is the significant predictor therefore physical activities are definitely
the significant predictor of the average score of the employee similarly when we look at
the Sig value of the mental health which is 0.00 which is less than 0.05 so it is also
definitely a significant predictor of the score of the employee.
59
CHAPTER FIVE
DISCUSSION OF RESULTS OR FINDINGS, SUGGESTIONS AND

CONCLUSION
5.1 Introduction
This chapter provides a summary of the important elements in the study including the
purpose of the research, objectives, methodology, and the major findings. It also draws
major conclusions from the findings arranged according to the research objective. The
chapter ends with recommendations for practice and suggestions for further researcher.
5.2 Summary
The rising popularity of physical and mental health programmes and the question of
whether this popularity was influenced by these programmes' positive effects on
employees' performance served as the impetus for this study. The goal of the study was to
ascertain how TCS workers performed in relation to physical and mental health
initiatives. The study's goals were to ascertain the impact of organisational entertainment
on the performance of workers at TCS, the impact of mental health programmes on the
performance of employees at TCS, and the impact of physical fitness programmes on the
performance of employees at TCS. In order to define the features of physical and mental
health programmes using two independent variables—physical fitness programmes,
mental health programmes, and entertainment activities—a descriptive study approach
was employed. When examining the phenomena of physical and mental health
programmes in the company, the researcher was able to concentrate on these important
qualities thanks to the descriptive form of the study. In order to facilitate the collecting
60
and analysis of primary and secondary data, respectively, both quantitative and
qualitative methodologies were employed.
The major source of data was a structured questionnaire survey. The use of a
questionnaire was made possible by its simplicity in terms of dissemination, replying, and
convenience for the sample. Prior to distribution, the questionnaire was corrected and
pretested on 30 workers to determine its validity. Following that, 120 copies of the survey
were disseminated using Google Forms. Within a week, responses were anticipated, and
the researcher checked up with responders to assure a high response rate. Only 100
replies were completed and returned, which corresponded to a 90% return rate. Based on
research that claimed a response rate of 50% or more was sufficient for analysis and
reporting, this response rate was judged fair and representative. In order to help the
researcher quantify the study challenge, the replies were then quantitatively analysed.
Pearson's correlation, two-tailed tests, variation coefficients, means, standard deviations,
cumulative frequencies, and percentages were among the quantitative tests run on the
data.
Major conclusions from the investigation showed that employee performance was
impacted by physical and mental health initiatives. The results revealed that workplace
fitness programmes increased job performance (72.9%), work quality (92%), workplace
morale (97.6%), and efficiency (reinforced) (90 percent ). On the other side, respondents
said that workplace mental health programmes strengthened employees' knowledge of
work stresses (89.5%), decreased stress and anxiety (100%), improved mental capabilities
(88.1%), greater attentiveness (100%) and increased job motivation and satisfaction
(88.1%). (100 percent ). Last but not least, workplace mental health programmes
promoted group commitment (82.8%), increased job productivity (89.8%), and improved
task performance (100%) as well as team performance (100 percent ). These results led
the researcher to conclude that programmes for workplace fitness and mental health had
an impact on worker productivity.
61
To determine whether this effect was strong or weak, or positive or negative, the
researcher conducted correlation tests. The findings showed that physical fitness
programs had a strong positive correlation of r= 0.859. In addition, p<0.005 suggested
that an increase in physical fitness participation would bring corresponding change in the
performance of employees. These results confirmed that fitness programs had a
significant positive effect in employee performance. Mental health programs had a
strong positive correlation of r= 0.775. P value of 0.4 confirmed that the two variables
were related and indeed had a positive significant relationship. This confirmed that
Mental health programs Mental health programs had a significant positive effect on
employee performance. Lastly, workplace entertainment programs had a weak positive
correlation with employee performance at r=0.508. A p value of 0.1 showed no
significant relationship between the two variables. The findings revealed that workplace
entertainment activities had a weak positive effect on employee performance. Overall, the
correlation findings confirmed that physical fitness and Mental health programs had a
positive effect on employee performance. Based on these results, researcher therefore
deduced that physical and mental health programs had a positive effect on the
performance of employees.
5.3 Effect of Physical Fitness programs on Employee
Performance
The study found that workplace performance, work quality, morale, and efficiency were
all impacted by physical fitness programmes. The initiatives raised the standard of the
work, increased worker effectiveness, and boosted workplace morale.
Performance and health characteristics like performance, absenteeism, productivity, job
dedication, employee turnover, and health expenses were impacted by physical fitness
programmes. The research supported the study's results that TCS employees' morale,
productivity, and performance were all improved by fitness programmes. Additionally,
62
the study included extra details in the form of coefficient rankings. Higher work quality
was found to be the most important result of fitness programmes, according to the rating.
This was followed by improved job performance, higher efficiency, and lastly high
employee morale.
5.3.1 Effect of Mental Health programs on Employee
Performance
Programs for workplace mental health have been found to affect employee behaviour by
lowering stress and anxiety levels, expanding mental capacity, boosting attentiveness, and
raising job satisfaction. According to the research, mental health programmes improved
employee wellness by lowering stress levels, promoting a better work-life balance, and
boosting mental fortitude, which in turn helped workers manage their relationships and
fulfil their job obligations. The findings and existing research were consistent, indicating
that mental health interventions significantly improved employee performance. The
capacity to recognise stressful workplace aspects was shown to be the most significant
benefit of these training for employees based on coefficient rankings. Following this,
there was an improvement in mental capacity, increased motivation and work
satisfaction, and a decrease in stress and anxiety. The least significant effect of the
Mental health programs, according to the findings, was the improvement in Mental
alertness. Generally, the literature confirmed the findings in this study that workplace
Mental health programs had an effect on the wellbeing performance of employees.
63
5.4 Suggestions for Further Research
According to the study, employee performance was greatly improved by physical fitness
and mental health programmes. However, employee enthusiasm in participating in
physical and mental health programmes is relatively low, and bad employee performance
was discovered. The researcher suggests conducting more study on how to engage people
in the activities and enhance staff performance. This is due to the researcher's inability to
fully explore the link due to time and budgetary constraints.
5.5 Conclusion
The study aimed to determine the effect of physical and mental health programs on the
performance of employees. The findings showed that physical fitness programs and
Mental health programs had a significant positive effect on employee performance. there
is even relation between the mental and physical health programs
64
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68
APPENDICES
APPENDIX A: SAMPLE SIZE ESTIMATION TABLE

N* S† N S N S N S N S
10 10 100 80 280 162 800 260 2800 338
15 14 110 86 290 165 850 265 3000 341
20 19 120 92 300 169 900 269 3500 346
25 24 130 97 320 175 950 274 4000 351
30 28 140 103 340 181 1000 278 4500 354
35 32 150 108 360 186 1100 285 5000 357
40 36 160 113 380 191 1200 291 6000 361
45 40 170 118 400 196 1300 297 7000 364
50 44 180 123 420 201 1400 302 8000 367
55 48 190 127 440 205 1500 306 9000 368
60 52 200 132 460 210 1600 310 10000 370
65 56 210 136 480 214 1700 313 15000 375
70 59 220 140 500 217 1800 317 20000 377
75 63 230 144 550 226 1900 320 30000 379
80 66 240 148 600 234 2000 322 40000 380
85 70 250 152 650 242 2200 327 50000 381
90 73 260 155 700 248 2400 331 75000 382
95 76 270 159 750 254 2600 335 100000 384

0
*N is the population; †S is the sample size
69
Source: R.V. Krejcie and D. W. Morgan (1970)
QUESTIO
NNAIRE
This survey is part of an academic exercise designed to assist the researcher in gathering
information about the topic. It has been designed to ensure that all information you
provide is treated confidentially.
PLEASE ANSWER ALL OF THE QUESTIONS.
PART A: GENERAL INFORMATION
1) What programs have you participated in?
 physical fitness
Mental health programs
 Both
2) Gender: Male  Female 
3) Age: 20-25years  25-30 years  30-35 years  Over 35years 
4) What is your job title? ____________________________________ .
5. How many years have you worked for the company?
a. 0-2 years 
b. 2-4 years 
c. 4-6 years 
d. Over 6years 
70
PART B : PHYSICAL FITNESS
6. Are you intrested in participating in physical fitness program?
1 2  3  4 5 
7. Do you participate in physical fitness programmes which TCS conduct? *
1 2  3  4 5 
8. Do you think that employeee must be given time for these activities apart from
working hours?
1 2  3  4 5 
9. Did they provide you with good trainer?
1 2  3  4 5 
10. if not, please give reasons for not participating :

1. Lack of time 
2. Financial costs 
3. Lack of interest 
4. Lack of facilities 
5. Other priorities 
71
11.Select type of activities you prefer:
cricket
gym
Fitness challenges
Fitness Adventure
Meditation classes
Soccer
Yoga
Smoke Cessation Campaign
Ergonomic Office Equipment
12.What do you think about TCS's priority towards promoting workplace

1 2  3  4 5 
13.Do you think being physical fit contributes to work harder?
72
Please indicate when these activities should be conducted:
1 2  3  4 5 
14.How relevant is the training to your body type?
1 2  3  4 5 
15. According to you which of following affects your Mental health
1 2  3  4 5 
16. According to you which of following affects your Mental health?
 Job strain (high work intensity with low job control)
Iso-strain (job strain with low support)


Job demand
Working overtime
Effort-reward imbalance
Low social support
Role stress/uncertainty
73
Bullying
17.Have you ever had this symptoms during work?
Stress
Anxiety
depression
fatigue
cynicism
associated physical conditions
18. Overall how would you rate your Mental health ?
1 2  3  4 5 
19. Mental health of employee is as important as his physical health
1 2  3  4 5 
20. when was the last time you were really happy?
Few years back1 2 3  4 5 recently
74
21. Did they provide you with best Mental health advisor?
1 2  3  4 5 
22. Does these Mental health programs give you enough Motivation?
1 2  3  4 5 

23. feeling tired or having little energy after your work
1 2  3  4 5 
24. your job makes you stressful and anxious?
1 2  3  4 5 
PART C- opinion of employee after taking above programs
25. Do you think that participation in physical fitness programs affect your job
performance??
1 2  3  4 5 
75
26. Did you find any improvement in your performance after participating in the physical
fitness programs?
1 2  3  4 5 
27. I became more punctual after partictipating in physical and mental health programs
1 2  3  4 5 
28. Mental health programs at office reduced my stress
1 2  3  4 5 
29. Participating in Mental health programs motivates me towards better work management
1 2  3  4 5 
30. My bad habits were changed by taking up physical and mental health programs
1 2  3  4 5 
31. I am satistfied and motivated to perform my tasks

1 2  3  4 5 
76
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“A STUDY ON EFFECT OF PHYSICAL FITNESS PROGRAMS

AND MENTAL HEALTH PROGRAMS ON PERFORMANCE OF

A Project report submitted

Integrated Dual Degree Programme

Under the Guidance of

DEPARTMENT OF HUMANITIES AND SOCIAL SCIENCES

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY

HYDERABAD UNIVERSITY COLLEGE OF ENGINEERING,

CERTIFICATE BY THE HEAD OF THE DEPARTMENT

This is to certify that the project report titled “A STUDY ON EFFECT OF

PROFESSOR & HEAD OF THE DEPARTMENT

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY

HYDERABAD UNIVERSITY COLLEGE OF ENGINEERING,

CERTIFICATE BY THE PROJECT SUPERVISOR

This is to certify that the project report titled “A STUDY ON EFFECT OF

JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY

HYDERABAD UNIVERSITY COLLEGE OF ENGINEERING,

DECLARATION BY THE CANDIDATE

I, M GANGA DEVI PRASAD bearing Roll No. (17011U0202), hereby declare

M GANGA DEVI PRASAD

I am grateful to DR. A. PRABHU KUMAR, Principal, and Dr. N V S N

I sincerely express my deep sense of gratitude to my project guide, Dr.R.NARSAIAH,

M GANGA DEVI PRASAD

CHAPTER FIVE SUMMARY, CONCLUSION AND RECOMMENDATION...... 64

5.3.1 Effect of Physical Fitness programs on Employee

ACRONYMS AND ABBREVIATIONS

EFP - Employee Fitness Programme

HRM - Human Resource Management

Table 4.1 The Response Rate ............................................................................................

Table 4.2 Participation in programs ............................................................................. 26

Table 4.5 Physical Fitness programs affect Job Performance…………………............. 34

Table 4.12 Communalities……………………............................................................... 46

Table 4.13 Principal Component Analysis…………………......................................... 51

Table 4.16 component correlation matrix…………………………………................ 58

Table 4.18 Model Summary………………………………………………………..61

Table 4.20 Coefficientsa............................................................................................. 63

Figure 2.1 Conceptual Model ...........................................................................................15

Figure 4.1 Gender of the Respondents ..............................................................................

Figure 4.2 Age of respondents...........................................................................................24

Figure 4.3 Figure 4.3 work experience………………………………………......... ..25

Figure 4.4 Figure 4.4 participation in programs……………………………………..27

Figure 4.5 Employees interested in participating in physical fitness program……….27

Figure 4.7 Lack of Participation in Physical and mental health programs......................29

Figure 4.8 activities Preferred by Respondents ..............................................................30

Figure 4.10 Overall mental health of the employees…………………………………..37

Figure 4.12 scree plot…………………………………………………………………..48

1.1 Background of the Study

1.3 General Objective

1.4 Specific Objectives

i. To determine the effect of physical fitness programs on the performance of employees

1.5 Research Questions

i. What is the effect of physical fitness programs on the performance of employees at

1.6 Purpose of the Study

1.7 Significance of the Study

TCS, human resource practitioners, and scholars of HRM.

1.7.1 Management of TCS

1.7.2 Human Resource Practitioners and the Government

1.8 Scope of the Study

1.9 Limitations of the Study

1.10 Assumptions of the Study

1.11 Organization of the Study

2.2 Theoretical Review