MBA PROGRAMEE NRKRT

INTRODUCTION

HR analytics doesn’t collect data how your employees are performing at work,
instead, its sole aim is to provide better insight into each of the human resource processes,
gathering related data and then using this data to make informed decisions on how to
improve these processes.

HR analytics, also referred to as people analytics, workforce analytics, or talent

analytics, involves gathering together, analyzing, and reporting HR data. It enables your
organization to measure the impact of a range of HR metrics on overall business
performance and make decisions based on data.

Human resources is a people-oriented function and is so perceived by most people.

But for those who think that the HR team’s contributions are limited to extending offer
letters and onboarding new hires, human resource analytics (HR analytics) can prove them
wrong.

Definition:

Human Resource analytics (HR Analytics) is defined as the area in the field of
analytics that deals with people analysis and applying analytical process to the human
capital within the organization to improve employee performance and improving employee
retention.

HR analytics (also known as people analytics) is the collection and application of talent
data to improve critical talent and business outcomes. HR analytics leaders enable HR
leaders to develop data- driven insights to inform talent decisions, improve workforce
processes and promote positive employee experience.

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Analytics is defined as the interpretation of data patterns that aid decision-making

and performance improvement. HR analytics is defined as the process of measuring the
impact of HR metrics, such as time to hire and retention rate, on business performance.

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Important Elements of HRA:-

1. Employee Churn: Huge investments are involved when it comes to human resources

and this holds true for any business or organization. Employee churn analytics is the
process of assessing your workforce turnover rate. Employee churn analytics helps predicts
the future and reduces employee churn. Historical employee churn is the data collected
from the past and specifies the employee churn rate since the start of employment.
Predictive and historical churn data both are important for employee churn analytics.

2. Capability: Undoubtedly, the success of any business to an extent depends on the level

of expertise of the employees and their skills. Capability analytics refers to the talent
management process that helps you identify the core competencies of your workforce.

3. Organizational Culture: Culture is not only notorious to pinpoint but also, tough to

change. It is often the collective unspoken rules, systems, and patterns of human behaviour
that make up for the culture of your organization or business.

4. Capacity: It’s true, capacity affects revenue. The aim of capacity analytics is to

establish how operationally efficient is your workforce. For example, in an organization

that specializes in designing clothes, people are spending too many times on meetings and
discussions than spending that time in more profitable work.

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5. Leadership: Poor leadership is as good as no leadership at all. Poor leadership costs

money, time and employee churn. Employee retention for such an organization becomes
extremely difficult and prevents a business to perform at its full potential. Leadership
analytics analyses and unpacks various aspects of leadership performance at a workplace to
uncover the good, bad and the ugly! Data can be collected through qualitative research
and quantitative research by using a mix of both methods like surveys, polls,
focus groups or ethnographic research.

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Benefits of HR Analytics: -

1. Improved Hiring Decisions

HR analytics helps HR professionals make better choices based on historical data.

Through HR analytics, the recruiter and hiring team can make data-driven hiring
decisions rather than "trusting their intuition" or "gut" and hoping for the best. HR
analytics prevent you from making such mistakes. Moreover, it also allows the recruiter
to learn more about candidates through online databases, applications, social media
profiles, job portals, records, etc.

2.Good Training

Training is a necessity for any organization to constantly grow. Gaps in the process of
training can increase the cost to the company and give rise to unwanted challenges.
Various professional development programs offered by companies, if not handled
properly, can deplete a major chunk of the company’s budget.

3.Improved Candidate Experience

Recruitment analytics help companies understand exactly what kind of talent they are
looking to hire. Since this understanding is backed with credible data, this puts those
organizations way ahead in the game to narrow down and attract the right talent in a
shorter span of time.

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4.Reduced Talent
Structured and stat-backed recruiting strategies provide the insights needed to cast a
more accurate hiring net to ultimately build a better pipeline. With the help of HR
analytics, it is easier to know whom to target for a particular position when a
requirement arises in the company.

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5. Better Employee Insights

HR analytics help the company look at an employee's professional life by tracking,
sharing, and analysing performance-related data. This is why companies track and
record the behaviour of their employees with customers, co-workers, and how they
spend their time.

TYPES OF HR ANALYTICS:

Raw data isn’t useful and doesn’t help to explain why something happened. But, once
aggregated, it can. Descriptive analytics is the basic type of analytics you’re most
likely used to. It’s taking historical data and summarizing it into something that is
understandable.

For example, a headcount report of all employees within the organization is a form of
descriptive analytics. Even taking it a step further to break it down by demographics
would still be in the same category.

 Descriptive analytics
Where descriptive analytics look backward, predictive analytics work to look ahead.
Statistical models and forecasts are used to answer the question of what could happen.
Models are built on patterns that were found within the descriptive analytics. The goal
is to proactively find the needs of the organization.

Predictive analytics can help talent acquisition teams determine if someone will be a
good cultural fit for the organization before they’re hired. It could even provide

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estimations on how long the person will stay with the company.

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 Prescriptive analytics

Once the future is predicted, the next question is what can we do about it.
Prescriptive analytics provides recommendations on what to do based on predictions
and what has occurred in the past. This analytical approach can be highly beneficial
for organizations with peak or busy seasons. A retailer will want to know how many
people to staff during the holidays. Or a park might need to know how many to staff
during the summer months. Prescriptive analytics could even help determine how to
properly onboard a new hires, based on their skills and strengths.

 Predictive analytics

Where descriptive analytics look backward, predictive analytics work to look ahead.
Statistical models and forecasts are used to answer the question of what could
happen. Models are built on patterns that were found within the descriptive analytics.
The goal is to proactively find the needs of the organization.

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OBJECTIVES OF THE STUDY

 To present the conceptual framework related into HRA & stress management.

 To present the profile of the company.

 To elicit the views of employees on stress management.

 To offer findings & suggestions conclusions of the study.

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NEED OF THE STUDY

 To analyze the factors that causes stress to employees.

 To analyze the consequences caused due to stress.

 To promote healthy working conditions and reduce harmful aspects of work.

 To identify the work climate and working strategies implemented by the

management to balance the employees stress.

 To give suggestive measures to reduce the stress of the employees.

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SCOPE OF THE STUDY

 The study is confined to employees of NRKR Textiles Pvt Ltd only.

 The scope covers identifying the causes of stress to NRKR Textiles Pvt Ltd
employees.

 The scope also states the control measures to reduce stress to

employees inNRKR Textiles Pvt Ltd

 The scope also identifies HR policies and procedures adopted by NRKR

Textiles Pvt Ltd to reduce stress.

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RESEARCH METHODOLOGY

For any research two types of data is necessary while conducting the study. They are

(A) Primary data:

The primary data is the data which is collected for the first time by
the researcher. The primary data was collected by the researches with
the use of standard and accepted techniques.

Sources of primary data:

The primary data sources are used in this study by the researcher are
1. Questionnaire
2. Informal interview
3. Seminar and
4. Lectures

(B) Secondary data:

The secondary data is the data which is already collected or

gathered by some other person and used by the researcher.

Sources of Secondary data:

The following are the sources of secondary data used by the researcher.
1. Company reports
2. Articles
3. Journals
4. Reference books

Preparation of the questionnaire:

Keeping in view the objectives of the study, questionnaire was

prepared for distributing among the executive level and below cadre
people. So, questions were prepared using the terminology for
understanding the questionnaire directly by those people.

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Data collection:
The questionnaire collected back were carefully scrutinized and
tabulated for collection necessary data to go into the study. Besides the
above method scheduling and interview methods were also followed.

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Analysis of data:

The data thus collected through questionnaires was tabulated

and analyzed by using statistical methods such as percentages etc.

Sampling technique:

A simple random sample has been followed for picking up of

respondents. As all the people may not be covered under this sample, so
research has tried together the information through personal meetings,
interviews, questionnaire, discussion with the executives and managers.

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LIMITATIONS OF THE STUDY

In spite of the precautions, vigilance and scrupulousness

taken to make the study objective, it cannot be denied that there
are certain limitations.

 There is no guarantee that the employees of the

company may not give correct information.

 The study is intended to cover only few areas of stress relevant to the proposed
study.

 As the study was done within a limited time, it is not

possible to selecta sufficiently large sample for the study.

 Since the research is done using sampling technique, the

data collected may not be accurate and complete.

 The study results are framed according to the present

circumstances of the environment and these results may not

applicable same as in the future.

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CHAPTER – II INDUSTRY PROFILE
& COMPANY PROFILE
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INDUSTRY PROFILE

The Textile Sector in India ranks next only to Agriculture. It accounts for 20
per cent of the country's industrial output and 30% of the foreign exchange
earnings. About 16 per cent of the country's work force is employed in this sector.
But presently, the Indian textile industry stands at the cross-roads. It is facing
challenges and exciting opportunities at the same time, following a focus thrust on
this sector in the planning process, economic liberalization and globalization of
trade. It can either flourish or perish.

Man-Made Fiber

Till the early seventies, the Indian man-made fiber textile industry was
minuscular. Fiber flexibility introduced by the Government's Textile Policy of
1985 has, however, helped man- made fibers to grow rapidly in the last two
decades. Falling input prices and easy of maintenance have popularized man-made
and blended fabrics among the common masses.

They are also increasingly being used in industrial applications. India's man-
made textile industry is capable of expansion in terms of raw material base and
yarn and fabric conversion facilities.

Today, it accounts for almost 32 per cent of the fiber/yarn base. Given the Indian
advantages of lower production costs, dominance of medium-sized units capable of
catering to a small lot and volume orders, large domestic consumption which could
neutralize adverse effects of overseas demand fluctuations and decline in
production in the developed countries, the Indian synthetic textile producers have
an edge.

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Spinning and Weaving

Spinning is the conversion of fibers into yarn. These fibers can be

natural fibers (cotton) or manmade fibers. Spinning also entails production of
manmade filament yarn (yarn that is not made from fibers). Final product of
spinning is yarn. Cotton value chain starts from the ginning that adds value to it by
separating cotton from seed and impurities. Spinning is the

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foundation process and all the subsequent value additions i.e., weaving, knitting,
processing, garments and made ups, depend upon it. Any variation in quality of
spinning product directly affects the entire value chain.

Since 1947, the mill sector loom age has declined from two lakh to 1.33 lakh,
while that of the power looms has grown from 24,000 to almost 14 lakh. Now the
mill sector accounts for only six per cent of cloth production, while the
unorganized /decentralized power loom, hosiery and handloom sectors account for
54.17 per cent and 23 per cent respectively.

But the power loom sector suffers from serious technological infirmities, leading
to the production of low-value items, including downstream garments. Though the
per capita cloth production (inclusive of exports) and per capita cloth availability
are on the incline (22.92 to
34.82 sq. mtr. in 1985-86 and 1995-96 and 21 to 27.99 sq.mtr during this period
respectively).

Upgrading technology level in the weaving sector by installing shuttle less or

automatic looms and related accessories would ensure productivity enhancement
and production of defect- free fabrics with value addition.

Processing

Processing and finishing are the weakest links in the Indian textile industry
today. A conscious drive has been initiated to upgrade it by incentives in
investment to the high-tech processing machinery, strengthening testing
infrastructure by upgrading or setting up new laboratories, developing natural and
vegetable dyes for commercial scale application, providing support for eco-friendly
processing and other such measures. This would help improve the garment quality,
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contributing to value addition and higher unit value realization in exports and
hence a larger market share

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HISTORY OF TEXTILE INDUSTRY

India has been well known for textile goods since very ancient times. The
traditional textile industry of India was virtually decayed during the colonial
regime. However, the modern textile industry took birth in India in the early
nineteenth century when the first textile mill in the country was established at fort
glosser near Calcutta in 1818. The cotton textile industry, however, made its real
beginning in Bombay, in 1850s. The first cotton textile mill of Bombay was
established in 1854 by a Parse cotton merchant then engaged in overseas and
internal trade. Indeed, the vast majority of the early mills were the handiwork of
Parse merchants engaged in yarn and cloth trade at home and Chinese and African
markets.
The first cotton mill in Ahmadabad, which was eventually to emerge as a rival
centre to Bombay, was established in 1861. The spread of the textile industry to
Ahmadabad was largely due to the Gujarati trading class. The cotton textile
industry made rapid progress in the second half of the nineteenth century and by
the end of the century there were 178 cotton textile mills; but during the year 1900
the cotton textile industry was in bad state due to the great famine and a number of
mills of Bombay and Ahmadabad were to be closed down for long periods.

The two world wars and the Swedish movement provided great
stimulus to the Indian cotton textile industry. However, during the period 1922 to
1937 the industry was in doldrums and during this period a number of the Bombay
mills changed hands. The Second World War, during which textile import from
Japan completely stopped, however, brought about an unprecedented growth of
this industry. The number of mills increased from 178 with 4.05 lakh looms in
1901 to 249 mills with 13.35 lakh looms in 1921 and further to 396 mills with over
20 lakh looms in 1941. By 1945 there were 417 mills employing 5.10 lakh
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workers.
The cotton textile industry is rightly described as a Swedish industry because
it was developed with indigenous entrepreneurship and capital and in the pre-
independence era the Swedish movement stimulated demand.
The partition of the country at the time of independence affected the cotton textile
industry also. The Indian union got 409 out of the 423 textiles mills of the
undivided India. 14 mills and 22 per cent of the land under cotton cultivation went
to Pakistan. Omen mills were closed down for some time.

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FUTURE PROSPECTS

The future outlook for the industry looks promising, rising income
levels in both urban and rural markets will ensure a rising market for the
cotton fabrics considered a basic need of new economic reforms (NER) proper
attention has been given to the development of the textiles industry in the
Tenth plan. Total outlay on the development of textile industry as envisaged in
the tenth plan is fixed at Rs.1980 chore The production targets envisaged in
the terminal year of the Tenth plan are 45,500 million sq meters of cloth 4,150
million kg of spun yarn and 1,450 million kg of manmade filament yarn. The
per capita availability of cloth would be 28.00 sq meters by 2012-2013 as
compared to 23.19 sq meters in 2008-09showing a growth of 3.19 percent.

INDIAS MAJOR COMPETITORS IN THE WORLD

To understand India’s position among other textile producing the industry

contributes 9% of GDP and 35% of foreign exchange earnings, India’s share in
global exports is only 3% compared to China 13.75% percent. In addition to
China, other developing countries are emerging as serious competitive threats to
India. Looking at export shares, Korea (6%) and Taiwan (5.5%) are ahead of
India, while Turkey (2.9%) has already caught up and others like Thailand (2.3%)
and Indonesia (2%) are not much further behind. The reason for this development
is the fact that India lags behind these countries in investment levels, technology,
quality and logistics. If India were competitive in some key segments it could
serve as a basis for building a modern industry, but there is no evidence of such
signs, except to some extent in the spinning industry.

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India’s Competitive Position in Stages of Textile Manufacture

STRUCTURE

Unlike other major textile-producing countries, India’s textile industry is

comprised mostly of small-scale, non integrated spinning, weaving, finishing, and
apparel-making enterprises. This unique industry structure is primarily a legacy of
government policies that have promoted labour- intensive, small-scale operations
and discriminated against larger scalefirms:

Composite Mills

Relatively large-scale mills that integrate spinning, weaving and,

sometimes, fabric finishing are common in other major textile-producing
Countries. In India, however, these types of mills now account for about only 3
percent of output in the textile sector.

Spinning

Spinning is the process of converting cotton or manmade fiber into yarn to

be used for weaving and knitting. Largely due to deregulation beginning in the

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mid-1980s, spinning is the most consolidated and technically efficient sector in
India’s textile industry. Average plant size remains small, however, and technology
outdated, relative to other major producers. In 2002/03, India’s spinning sector
consisted of about 1,146 small-scale independent firms and 1,599 larger

scale independent units.

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Weaving and Knitting

Weaving and knitting converts cotton, manmade, or blended yarns into

woven or knitted fabrics. India’s weaving and knitting sector remains highly
fragmented, small-scale, and labor- intensive. This sector consists of about 3.9
million handlooms, 380,000 “power loom” enterprises that operate about 1.7
million looms, and just 137,000 looms in the various composite mills. “Power
looms” are small firms, with an average loom capacity of four to five owned by
independent entrepreneurs or weavers. Modern shuttleless looms account for less
than 1 percent of loom capacity.
Fabric Finishing

Fabric finishing (also referred to as processing), which includes dyeing,

printing, and other cloth preparation prior to the manufacture of clothing, is also
dominated by a large number of independent, small scale enterprises. Overall,
about 2,300 processors are operating in India, including about 2,100 independent
units and 200 units that are integrated with spinning, weaving.

Growth

India has already completed more than 50 years of its independence. The
analysis of the growth pattern of different segment of the industry during the last
five decades of post independence era reveals that the growth of the industry during
the first two decades after the independence had been gradual, though lower and
growth had been considerably slower during the third decade. The growth
thereafter picked up significantly during the fourth decade in each and every
segment of the industry. The peak level of its growth has however been reached
during the fifth decade i.e., the last ten years and more particularly in the 90s. The

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Textile Policy of 1985 and Economic Policy of 1991 focusing in the direction of
liberalization of economy and trade had in fact accelerated the growth in 1990s.
The spinning spearheaded the growth during this period and man-made fiber
industry in the organized sector and decentralized weaving sector.

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SAFETY AND HEALTH ISSUES IN THE TEXTILE INDUSTRY

The textile industry consists of a number of units engaged in spinning,

weaving, dyeing, Safety and health issues in the textile industry. Printing,
finishing and a number of other processes that are required to convert fiber
into a finished fabric or garment. There are several safety and health issues
associated with the textile industry. This article aims at studying each of
these issues in relation to the US and Indian textile industries in detail, along
with the possible solutions for these problems.
The major safety and health issues in the textile industry can be stated as under:

1) Exposure to cotton dust

2) Exposure to chemicals
3) Exposure to noise
4) Ergonomic issues

Exposure to cotton dust

The workers engaged in the processing and spinning of cotton are exposed to
significant amounts of cotton dust. They are also exposed to particles of pesticides
and soil. Exposure to cotton dust and other particles leads to respiratory disorders
among the textile workers. The fatal disease of byssinosis, commonly known as
brown lung, is caused among people working in the textile industry on account of
excessive exposure to cotton dust. The symptoms of this disease include tightening
of the chest, coughing, wheezing and shortness of breath.

In the year 1938 in USA, it was estimated that about 35000 people had
already been affected by the disease, while 100000 other people were at risk of

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contracting it. Hence the Occupational Safety and Health Administration i.e.
OSHA made it compulsory for employers in the textile industry to protect their
workers from over exposure to cotton dust and its evil effects. The OSHA
determined certain guidelines which are applicable to all private employers in the
US textile industry.

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OSHA has laid down a Cotton Dust Standard with a view to reducing the
exposure of the workers to cotton dust and protecting them from the risk of
byssinosis. It has set up Permissible Exposure Limits (PELs) for cotton dust for
different operations in the textile industry. This standard has helped bring down the
rate of occurrence ofbyssinosis significantly. Different states might adopt different
standards for occupational safety and health; however, in those states where there
are no standards fixed by the State, the Federal standards are accepted.

For an eight-hour day, the OSHA Cotton standard has been determined at
200 micrograms of cotton dust per cubic meter of air in case of yarn
manufacturing, 500 micrograms in case of textile waste houses, 750 micrograms in
case of weaving operations, and 1000 micrograms in case of for waste recycling.
Employers are required to measure the quantity of respirable cotton dust once in 6
months or whenever there is any change that might lead to a change in the level of
dust. If the level of dust in the atmosphere is higher than that as per OSHA
guidelines, the management should take measures to reduce the same. As per these
guidelines, the employer is required to inform the employees in writing of the dust
level present in the atmosphere as well as the steps that the management is
planning to take for its reduction. If the dust level cannot be reduced, it is the duty
of the management to provide respirators to the employees.

The OSHA Cotton Dust Standard was amended in the year 2000, which
exempted a method of washing cotton from the rule.

A study conducted by R. Steinberg, J. Hannak and K. Balakrishnan

regarding textile units in India revealed that pulmonary function in textile workers
decreased significantly with exposure to cotton dust over a long period of time.

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Another study conducted on textile units in Mumbai, India indicated an 11-33%
incidence of chronic bronchitis in textile workers. Another study revealed an
increase in the rate of occurrence with an increase in exposure to cotton dust.
Studies have revealed that acute respiratory diseases are more common among the
children working in carpet weaving units in Jaipur as compared to other children in
the same city. The prevalence of respiratory diseases among child textile workers
was 26.4%, while it was 15.2% among other children. Experts believe that this is
on account of high exposure to cotton dust.

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Exposure to chemicals

Workers in the textile industry are also exposed to a number of chemicals,

especially those engaged in the activities of dyeing, printing and finishing.
Chemicals based on benzidine, optical brighteners, solvents and fixatives, crease-
resistance agents releasing formaldehyde, flame retardants that include
organophosphorus and organobromine compounds and antimicrobial agents are
used in textile operations.
Studies have revealed links between exposure to formaldehyde and nasal and
lung cancer as well as to brain cancer and leukemia, which can be fatal. In the long
run, exposure to formaldehyde could lead to respiratory difficulty and eczema.
Contact of the chemicals with skin as well as inhalation of the chemicals can lead
to several serious health effects.
A study conducted in USA revealed a correlation between the presence of
cancer of the buccal cavity and pharynx and occupation in the textile industry.
Another study revealed that textile workers were at high risk for developing cancer
of the stomach while another study indicated a low degree of correlation between
oesophageal cancer and working in the textile industry. Moreover, a high degree of
colorectal cancer, thyroid cancer, testicular cancer and nasal cancer was among
textile workers. Also, a relationship between the presence of non- Hodgkin's
lymphoma and working in the textile industry was observed.

As per a study conducted on 1300 people working in 'tie and dye' units in
Jodhpur and neighbouring areas, 100 workers were observed to have occupation-
related dermatitis. This constituted 7.69% of the total sample. Red RC base and
naphthol were observed to be the most common culprits in this regard.

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Exposure to noise

High levels of noise have been observed in most of the units engaged in
the textile industry, particularly those in developing countries. In the long run,
exposure to high noise levels has been known to damage the eardrum and cause
hearing loss. Other problems like fatigue, absenteeism, annoyance, anxiety,
reduction in efficiency, changes in pulse rate and blood

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pressure as well as sleep disorders have also been noted on account of

continuous exposure to noise. Lack of efficient maintenance of machinery is one of
the major reasons behind the noise pollution in a majority of the units. Though it
causes serious health effects, exposure to noise is often ignored by textile units
because its effects are not immediately visible and there is an absence of pain.
A study of 77 employees in textile mills in Nagpur was conducted by Ruikar
MM, Motghare DD and VasudeoND. This study revealed that 76.6% of the
employees were at risk for developing noise-induced hearing loss. The study of
Indian textile units by R. Steinberg, J. Hannak and K. Balakrishnan indicated that
21.3% of the workers studied suffered from noise- induced hearing loss.

POLICY OF GOVERNMENT OF INDIA TOWARDS SPINNING INDUSTRY

The Cotton production policies in India historically have been

oriented toward promoting and supporting the textile industry. The Government Of
India announces a minimum support price for each variety of seed cotton (kapas)
based on recommendations from the Commission for Agricultural Costs and
Prices. The Government of India is also providing subsidies to the production
inputs of the cotton in the areas of fertilizer, power, etc…

Markets for Indian Cotton

The three major groups in the cotton market are

o Private traders

o State-level cooperatives

o The Cotton Corporation of India Limited.

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Contribution of Cotton industry for Textile Industry:

Cotton is the most important raw material for India's Rs. 1, 50, 000
crores textile industry, which accounts for nearly 20% of the total national
industrial production. The cotton Industry is the backbone of our textile industry,
accounting for 70% of total fiber consumption in textile sector. It also accounts for
more than 30% of exports, making it India's largest net foreign exchange industry.
India earns foreign exchange to the tune of $10-12 billion annually from exports of
cotton yarn, thread, fabrics, apparel and made-ups.
The cotton Industry provides employment to over 15 million people.
And the area under cotton cultivation in India (9.5 million ha) is the highest in the
world, i.e., 25% of the world area.

Steps taken by the Cotton Producers in India:

Now-a-days the Indian Cotton producers are continuously working to
up-grade the quality and increase the cotton production to cope up with the
increased global demand for cotton textiles and to meet the needs of the 39 million
spindles capacity of the domestic textile industry which presently consumes about
12-14 million bales annually.
In India, cotton yields increased significantly in the 1980’s and
through the first half of 1980’s but since 1996 there is no increase in yield. In the
past, the increase in cost of production of cotton was partially offset by increase in
yield but now with stagnant yield the cost of production is raising. Besides low
yield, Indian cotton also suffers from inconsistent quality in terms of length,
micronaire and strength.

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Policy of Government of India towards Cotton Industry:
The Cotton production policies in India historically have been
oriented toward promoting and supporting the textile industry. The Government of
India announces a minimum support price for each variety of seed cotton (kappas)
based on recommendations from the Commission for Agricultural Costs and
Prices.

The Government of India is also providing subsidies to the production

inputs of the cotton in the areas of fertilizer, power, etc.

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Markets for Indian Cotton:

The three major groups in the cotton market
are Private traders,
State-level cooperatives,
The Cotton Corporation of India Limited.
Exports of Cotton:
The main market for Indian cotton export is China. The other markets
also include Taiwan, Thailand and Turkey. In July 2001, the union government
removed all curbs on cotton exports. As a result of these, now the exporters are not
required to obtain any certificate from the Textile Commissioner on the
registration, allocation, quality and quantity of export. India exported around 25
per cent cotton during 2006-07 and it is estimated nearly 62 per cent exported to
China.

During the year 2006-07 the prices of Indian cotton in early part of the
season being lower than the international prices, had been attractive to foreign
buyers and there was good demand for Indian cotton, especially S-6, H-4 and
Bunny, which had resulted in sustained cotton exports, which are estimated at
55.00 lakh bales
The Cotton Advisory Board estimated an 18-20 percent increase in
cotton exports to 65 lakh bales for Oct 2007- Sep 2008, as against its Aug 2007
estimate of 58 lakh bales.
Imports of Cotton:
Despite good domestic crops, India is importing cotton because of
quality problems or low world prices particularly for processing into exportable
products like yarns and fabrics.
India imported just 721,000 bales of cotton in 2003-04. The imports
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rose to 1,217,000 lakh bales in 2004-05, 4,700,000 lakh bales in 2005-06 and the
anticipated imports for the year 2006-07 are 550,000 lakh bales.
For the year 2006-07 the cotton imports into the country had once again
remained limited mainly to Extra Long staple cottons, like as previous year, which
were in short supply at around 6 lakh bales inclusive of import of around 2 lakh
bales of long staple varieties contracted by mills during April-May 2007.

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Role of Cotton seed oil in Indian Economy:

The global production of cottonseed oil in the recent years has been
at around 4- million tons. Around 2 lakh tons are traded globally every year.
The major seed producers, viz., China, India, United States, and Pakistan
are the major producers of oil. United States (60000 tons) is the major
exporter of cottonseed oil, while Canada is the major importer.
Cottonseed is a traditional oilseed of India. In India the average
production of cotton oil is around 4 lakh tons a year. It is estimated that, if
scientific processing is carried out the oil production can be increased by another 4
lakh tons.
In India, the oil recovery from cottonseed is around 11%. Gujarat is
the major consumer of cottonseed oil in the country. It is also used for the
manufacture of vanaspati. The price of cottonseed oil is generally dependent on the
price behavior of other domestically produced oils, more particularly groundnut
oil.
India used to import around 30000 tons of crude cottonseed oil,
before palm and soyoil became the only imports of the country. Currently, the
country does not import cottonseed oil.
Role of cottonseed meal in Indian Economy:

India produces around 2 million tons of cottonseed meal a year.

However, in India mainly undecorticated meal is largely produced.

Several associations are promoting the production of decorticated

cake in India and the production of this is expected to increase in the country.

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India used to be a major exporter of cottonseed extraction around two
decades ago. However, the demand for other oil meals like soymeal has lowered
the cottonseed demand globally. In addition, the low availability of decorticated
meal in India has also been a major reason for the fall in exports.

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The major importers of Indian cottonseed meal (undecorticated) used

to be Thailand. India in 2002-03 exported only 50 tons of decorticated cottonseed
meal. In 2003-04, too there have been no significant exports. India does not import
cottonseed meal.

The Organizations dealing with the promotion of Cotton Industry in India:

The organizations that try to promote the quantity and quality of Cotton in India are
I. The Cotton corporation of India Ltd
II. Cotton Advisory Board
III. Cotton Association of India
IV. Central Institute of Cotton Research
I. The Cotton Corporation of India Limited:
The Cotton Corporation of India Ltd. was established on 31st July
1970 as a Government Company registered under the Companies Act 1956. In the
initial period of setting up, as an Agency in Public Sector, Corporation was
charged with the responsibility of equitable distribution of cotton among the
different constituents of the industry and to serve as a vehicle for the canalisation
of imports of cotton.
With the changing cotton scenario, the role and functions of the
Corporation were also reviewed and revised from time to time. As per the Policy
directives from the Ministry of Textiles,
Government of India in 1985, the Corporation is nominated as the
Nodal Agency of Government of India, for undertaking Price Support Operations,
whenever the prices of kapas (seed cotton) touch the support level.
The Cotton Corporation of India Ltd. Operations covers all the cotton
growing states in the country comprising of:
 Punjab, Haryana and Rajasthan in Northern Zone.
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 Gujarat, Maharashtra and Madhya Pradesh in Central Zone.
 Andhra Pradesh, Karnataka & Tamil Nadu in Southern Zone.
II. Cotton Advisory Board:
The Cotton Advisory Board is a representative body of
Government/ Growers/ Industries/ Traders. It advises the Government generally
on matters pertaining to production,

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consumption and marketing of cotton, and also provides a forum for liaison among
the cotton textile mill industry, the cotton growers, the cotton trade and the
Government. It functions under the Chairmanship of Textile Commissioner with
Deputy Textile Commissioner as a Member Secretary.

III. The Cotton Association of India:

The Cotton Association of India also called as the East India Cotton
Association (EICA) was declared as the statutory body by the Bombay Cotton
Contract Act on 28th December, 1922. Its purpose is to
Provide and maintain suitable buildings or rooms or a Cotton Exchange
in the city of Bombay or elsewhere in India.
Provide forms of contracts and regulate the marketing, etc. of the
contracts. Fix and adopt standards or classifications of cotton.
Adjust by arbitration or otherwise controversies between Persons engaged
in the cotton trade.
Acquire, preserve or disseminate useful information connected with the cotton
interests.

IV. Central Institute of Cotton Research:

With a view to develop a Centre of excellence for carrying out long
term research on fundamental problems limiting cotton production the Indian
Council of Agricultural Research has established the Central Institute for Cotton
Research at Nagpur in April, 1976. CICR was simultaneously established at
Coimbatore to cater to the needs of southern cotton zone. CICR was established at
Sirsa in the year 1985, to cater to the needs of northern irrigated cotton zone. All
the three research farms are well equipped with tractors and other farm implements
and efforts are underway to initiate further developmental work in all thefarms.

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The Vision of the CICR is to improve production and quality of Indian
Cotton with reduced cost to make cotton production cost effective and competitive
in the national and global market. The Mission of CICR is to develop economically
viable and eco-friendly production and protection technologies for enhancing
quality cotton production by 2-3% every year on a sustainable basis for the next
twelve years (till 2020).

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The Current Scenario of Cotton Industry (2015-16):

The cotton production in the country has been increasing continuously
since last three years and the same has further gone up by around 11% during
cotton season 2015-16 at a record level of 270 lakh bales as against 244 lakh bales
during 2014-15. Gujarat has turned into a largest cotton producing State with a
record production-level of 93 lakh bales constituting around 34% of the country’s
total production.
The area under cotton cultivation during 2015-16 has also gone up by
around 6% at 91.58 lakh hectares as against 86.77 lakh hectares during 2014-15.
With wide usage of hybrid seeds throughout the country as well as
changed mindset of cotton farmers for adoption of better and improved farm
practices, the average productivity of cotton has crossed 503 kgs per hectare as
against 478 kgs during the previous year. The prices of Indian cotton in early part
of the season being lower than the international prices, had been attractive to
foreign buyers and there was good demand for Indian cotton.
Due to expectation of bumper crop, the mill demand in the beginning of
the season was subdued which put pressure on the cotton prices right
From the beginning of the season and has resulted into fall in cotton
prices between October 2015 & January 2016. Cotton prices reached its peak level
by end-March 2016 and there was some correction in cotton prices in April and
May 2015. However, on the whole, cotton prices remained better by almost
Rs.1000 per candy in almost all varieties as compared to previous year.

Future of Cotton Industry in India:

The Cotton Advisory Board (CAB) has estimated the cotton crop at
310 lakh bales for the current season 2015-16. This is a historic high and
represents an 11% jump over last year's crop estimate of 280 lakh bales. The
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increase in cotton production area is also expected to increase to 95.30 lakh
hectares for the season 2015-16 against 91.42 lakh hectares for the season 2014-15.
Cotton Advisory Board expects exports to be higher at 65 lakh bales as against 55
lakh bales in 2014-15. Imports in 2015-16 are projected at 6.50 lakh bales as
compared to 5.50 lakh bales in 2014-15, because mills have to rely on foreign
growths to spin some finer counts of yarn.

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It is also estimated that the cotton industry is going to provide 12

million new jobs mainly for the semi-skilled and unskilled labour.
Future Challenges for the Indian Cotton Industry:
The challenges that are going to face by the cotton producers in
India for the season 2015-16 are:

Rupee appreciation:
The increase in the value of the rupee gives only smaller import
orders to the cotton producers.

Cheaper Imports:
The appreciated rupee value makes the cotton imports cheaper when
compared to past. So this aspect is also required to consider by the cotton
producers.

Low quality:
The Quality of cotton is also far from satisfactory considering the presence
of a
large number of contaminants. So the cotton producers are also required to take
care in this aspect.

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COMPANY PROFILE

About NRKR Textiles

Having started operations in the year 1964, in Guntur, Andhra Pradesh, India, we at
NRKR Textiles have evolved leaps and bound over the years as we have reached
milestones after milestones therefore evolving to be known as pioneers in Textile
Industry. Indeed we have woven a remarkable success story together.

Founded by Sri NRKR, his vision made him a pioneer cotton ginner in the state
and his style of procurement is heard even today in the cotton farming community
especially for his generosity towards the farmer. Seeing the need for Transporting
processed cotton to long distances, Sri. NRKR established and ran the first cotton
pressing factory in the state.

NRKR, our Chairman, added the spinning vertical in 1991 by acquiring a mill in
Salem, Tamilnadu. His efficiency to run an industry made him take up very big and
established Spinning mills in India on lease basis until he setup his own 25,000
spindle mill in Rajahmundry ( Unit-1) followed by Chebrole.

The need of the hour’ State of the Art Infrastructure

Today the company houses more than 500 employees and is a key player in the
Global Market as we have been contributing earnestly to the growing textile
industry. With an aggregated capacity of 100000 spindles geared up with 100
cotton gins, NRKR Textiles is in the process of adding 35000 spindles and 100 Air
jet looms to its existing capacity. And so, with state of the art Infrastructure, we
have been passionately performing to meet the huge requirement each day.

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At NRKR Textiles, our Annual quantity of production is 14000 tons of yarn and
55000 tons of raw cotton for its own consumption and sales. Also, we are proud to
declare that we gin and spin with MCU-5 Variety of cotton which has a span
length of 32 mm and is considered the longest available cotton varieties in India.

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Outstanding Team

The Team at NRKR Textiles has worked rigorously over the years to the best of
their abilities and we at NRKR textiles owe our astounding success to the
outstanding team work. The team comprises of individuals who are not only
experienced but vastly knowledgeable, as the core team is made up of high profile
qualified professionals.

World-class Products. Global Contributors

At NRKR Textiles, we are proud and privileged to export our products to countries
namely China, Bangladesh, South Korea, Vietnam, Taiwan, Belgium, Italy,
Turkey, Dubai and Latin America. We have had the good fortune of sharing a good
rapport with all the reputed brands across the world and we wish to continue our
valuable contribution.

VISION

To be the biggest and largest player globally in the textile industry.

MISSION

Our mission is to provide world-class top-quality product to the global

market therefore setting a supreme benchmark. With superior technology and
constant innovation, we wish to leverage the standards of production and quality.

FOUNDER

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It brings me great joy to be the Chairman of a reputed and respected company.

Over the years, we have worked very hard to put things together and ensure
success, and what is inspiring is not just the results but also most importantly the
journey that made it happen. And a beautiful journey means a strong thought.
Today, NRKR Textiles is proud to claim responsibility for being the reason behind
a revolution for the generation. As generations came, saw and conquered – NRKR
helped transform all those ideas into thoughts and later into actions.

The company has touched turnover of 100 million USD in the last Fiscal year and
this feat would not have been possible without the people involved. Our company
today has also passed the ISO 9001:2000 quality management systems and is a
STAR EXPORT House recognized by the Government of India. Privilege indeed!

A strong thought always stands the test of time and hence brings the best of that
generation. And I strongly feel, wherever we may go, whatever generation may
come and go, it’s the strong will and thought, which makes the true difference.

And I am sure no milestone is really far off, if a team sincerely follows a strong
ideology. We have proved it time and again and I am sure the best is yet to come.

Chairman, NRKR Textiles Pvt. Ltd.

Having started operations in the year 1964, in Guntur, Andhra Pradesh, India, we at
NRKR Textiles have evolved leaps and bound over the years as we have reached
milestones after milestones therefore evolving to be known as pioneers in Textile
Industry. Indeed we have woven a remarkable success story together.

Founded by Sri NRKR, his vision made him a pioneer cotton ginner in the state

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and his style of procurement is heard even today in the cotton farming community
especially for his generosity towards the farmer. Seeing the need for Transporting
processed cotton to long distances, Sri. NRKR established and ran the first cotton
pressing factory in the state.

NRKR, our Chairman, added the spinning vertical in 1991 by acquiring a mill in
Salem, Tamilnadu. His efficiency to run an industry made himtake up very big and
established Spinning

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mills in India on lease basis until he setup his own 25,000 spindle mill in
Rajahmundry ( Unit-1) followed by Chebrole.

Philosophy

Passion

Work without passion is like living without breathing. Indeed, we believe in the
importance of working with high spirits and we like to shrug off the good vibes
with people we associate with. We are passion-oriented when it comes to work and
we understand that great results are a consequence of our passion.

Principles

We realize the role principles play in shaping the image and prospects of an
organization. Ours’ is a culmination of high-class professionalism with traditional
and long established legal statutes as base. We possess great understanding of the
law and procedures, therefore making us an organization synonymous with trust
and commitment.

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Promise

We take great pride, pleasure and privilege in being recognized as a global player.
Not everybody gets this honour to be as successful as what we are of a huge nation
like India and we offer great promise alongside great products.

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Proficiency

The rich wealth of experience which we bring to the table is the greatest asset
perhaps. Over the years, our team has had the privilege to work on different
projects with different clients in different countries. There is no alternative to
knowledge and rightly so, from planning to execution, our clients have been
empowered thanks to the group of experienced campaigners.

Quality

The quality of products which we offer is areas we specialize in, as our

professionals bring to the table invaluable skills and proficiency. We believe in
being quality-centric and knowledge- driven which has earned us reputation over
the years. We infuse in our customers/clients trust and in turn they invest in us
confidence. And so, at our customers are rest assured, for we believe in nothing but
the best.

NRKR Textiles is ISO certified and is often conferred certification for best

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practices, commitment to quality, environmental protection and strong customer
relations, and this has been the cornerstone of NRKR Textiles’ success.

The manufacturing facilities have the latest quality Analysis and assurance labs
manned by professionals. NRKR always uses the high quality raw cotton mainly
MCU-5, known for their superiority in terms of fineness and good feel suitable
strength to weave in high speed shuttle

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less air jet looms. Extra long staple varieties like Pima, Giza and Suvin can be used
for specific requirements upon special orders to make special yarns.

With equipments like HVI, AFIS, UT-5, Uster Quantum Classimate tester, Bale
Management and RKM Tester, etc, quality parameters are ensured by sophisticated
quality testing.

The company has a long reputation for Quality, Performance and Innovation.
Quality of final product is determined with quality of raw material. Quality of final
product is determined with quality of raw material. At NRKR, we take meticulous
care always.

Manufacturing Facilities

The factory enjoys state of the art facilities with advanced technology and
contemporary machines meeting International standards. Modern Blow Rooms of
International standards are installed with Automatic Bale Pluckers, Mixers and
Jassi Vision shield contamination clearers ensuring gentle operation of opening and
cleaning at various stages in the process of yarn manufacturing.

We house the best machine which is capable of making better quality yarns which
are produced by employing new generation machines in carding systems like
Truetzschler TC 53 Cards, LC 333 Cards, LD2 Draw Frames and LR9-AXI Ring
Frames linked with Schlafhorst AC-5 and Muratec 21-C Cone Winders where
objectionable yarn faults and foreign fibres are effectively cleared with Loefe
Zenit-F and Polypropylene clearers.

At NRKR Textiles, we ensure that we stay updated and we do it by constantly

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upgrading to a superior technology.
Blow Room Equipment from
TRUTZSCHLER Carding Equipment from
TRUTZSCHLER & LMW Combers from
LMW & REITER
Ring Frames and Draw Frames from REITER &
LMW Waste Collection Machinery from LUWA

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Auto Coners from SCHLAFHORST &

MURATECH Yarn Conditioners from
XORELLA
Testing and Quality Control Equipment from ZELLWEGER USTER

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SWOT ANALYSIS

STRENGTHS

 Abundant Raw Material availability that helps industry to

control costs and reduces the lead-time across the operation.
 Availability of Low Cost and Skilled Manpower provides
competitive advantage to industry.
 Availability of large varieties of cotton fiber and
has a fast- growing synthetic fiber industry.
 Good brand equity.

WEAKNESSES
 Industry is highly dependent on Cotton.

 Lower Productivity in various segments.

 Lack of Technological Development that affect the

productivity and other activities in whole value chain.

OPPORTUNITIES
 The company can offers a wide range of career opportunities and is
too keen to employ awork force of innovative people who can work
together and addvalue to our vision.

 The company to help the employees reach the career objectives in

line with their personal goals.

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THREATS
 Continuous Quality Improvement is need of the hour
as there are different demand patterns all over the
world.
 Geographical Disadvantages.
 To balance the demand and supply.
 To make balance between price and quality.
 Increase in minimum wage rates.

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 CHAPTER – III

THEORETICAL FRAME WORK

MBA PROGRAMEE NRKRT

THEORETICAL FRAME WORK

Introduction to Stress:

Stress problems are very common. The American Psychological Association's

2007 "Stress in America" poll found that one-third of people in the United States
report experiencing extreme levels of negative stress. In addition, nearly one out of
five people report that they are experiencing high levels of negative stress 15 or
more days per month. Impressive as these figures are, they represent only a cross-
section of people's stress levels at one particular moment of their lives. When stress
is considered as something that occurs repeatedly across the full lifespan, the true
incidence of stress problems is much higher. Being "stressed out" is thus a
universal human phenomenon that affects almost everyone.

What are we talking about when we discuss stress? Generally, most people
use the word stress to refer to negative experiences that leave us feeling
overwhelmed. Thinking about stress exclusively as something negative gives us a
false impression of its true nature, however. Stress is a reaction to a changing,
demanding environment. Properly considered, stress is really more about our
capacity to handle change than it is about whether that change makes us feel good
or bad. Change happens all the time, and stress is in large part what we feel when
we are reacting to it.

We can define stress by saying that it involves the "set of emotional,

physical, and cognitive (i.e., thought) reactions to a change." Thinking about stress
as a reaction to change suggests that it is not necessarily bad, and sometimes, could
even be a good thing. Some life changes such as getting a new job, moving in with

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a new romantic partner, or studying to master a new skill are generally considered
positive and life-enhancing events, even though they can also be quite stressful.
Other life changes such as losing a job or an important relationship are more
negative, and also stressful.

Our experience of stress varies in intensity between high and low. How
intensely stressed we feel in response to a particular event has to do with how
much we need to accomplish in order to meet the demands of that situation. When
we don't have to do much in order to keep up

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with demands, we don't experience much stress. Conversely, when we have to do

a lot, we tend to feel much more stressed out.

Generally speaking, people do not like experiencing the extremes of stress.

This is true for each end of the spectrum of stress intensity, both high and low. Few
people enjoy the feeling of being overwhelmingly stressed in the face of great
change. However, most people do not like a total absence of stress either, at least
after a while. There is a word for such a condition (i.e., a lack of stress and
challenge) which conveys this negative meaning: boredom. What most people tend
to seek is the middle ground; a balance between a lack of stress and too much
stress. They want a little challenge and excitement in life, but not so much that they
feel overwhelmed by it.

A variety of events and environmental demands cause us to experience stress,

including: routine hassles (such as getting the family out the door in the morning,
or dealing with a difficult co-worker), one-time events that alter our lives (such as
moving, marriage, childbirth, or changing jobs), and ongoing long-term demands
(such as dealing with a chronic disease, or caring for a child or sick family
member). Though different people may experience the same type of events, each
of them will experience that event in a unique way. That is, some people are more
vulnerable to becoming stressed out than others are in any given situation. An
event like getting stuck in traffic might cause one person to become very stressed
out while it might not affect another person much at all.

Even "good" stressors such as getting married can impact individuals

differently. Some people become highly anxious while others remain calm and
composed.

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How vulnerable you are personally to becoming stressed out depends on a

variety of factors, including your biological makeup; your perception of your
ability to cope with challenges; characteristics of the stressful event (e.g., the
"stressor") such as it's intensity, timing, and duration; and your command of stress
management skills. While some of these factors (such as your genetics and often,
the characteristics of the stressor itself) are not under your direct control, some of
the other factors are.

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Definitions of Stress

Hans Selye was one of the founding fathers of stress research. His view
in 1956 was that “stress is not necessarily something bad – it all depends on how
you take it. The stress of exhilarating, creative successful work is beneficial, while
that of failure, humiliation or infection is detrimental.” Selye believed that the
biochemical effects of stress would be experienced irrespective of whether the
situation was positive or negative. Since then, a great deal of further research has
been conducted, and ideas have moved on. Stress is now viewed as a "bad thing",
with a range of harmful biochemical and long-term effects. These effects have
rarely been observed in positive situations.
Stress is a condition or feeling experienced when a person perceives that
“demands exceed the personal and social resources the individual is able to mobilize.”
---------Richard S Lazarus-------

• Definitions of stress are often based on various disciplines of study (e.g.,

psychology, physiology, sociology, anthropology, theology, etc.)
• Consequently there are many different definitions of stress (e.g., loss of
emotional control, wear and tear on the body, an inability to cope, an
absence of inner peace)

NATURE OF STRESS

 Stress is neutral word.

 Stress is associated with constraints & demand.
 Two conditions are necessary for potential stress to become actual stress.

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 Uncertainty over the outcome and, Outcome must be important.
 Stress is not simply anxiety.

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Types of Stress :

The Four Stress Quadrants

Quadrant One: Chronic Estrus

Quadrant one is known as Chronic Estrus or long lasting, recurrent good
stress. This is by far, the very best of the types of stress out there.
This quadrant should be every person's goal in life. To achieve total and
permanent health and wellness, we should all work as hard as possible to stay in
this quadrant. Be creative, be aggressive and be consistent because this is the
quadrant where "real" quality of life exists.

If things happen, in life, that temporarily take you out of this quadrant, then

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that is OK, but every effort should be made to deal with the problem and get back
to quadrant one as soon as possible.

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Words like fun, happiness, peace, joy, laughter, spirit, and love exist in this
quadrant. When we are in a state of chronic eustress, our bodies have very high
levels of the feel good hormones like Dopamine and Oxytocin. These hormones
make it possible for us to have high levels of self- esteem and to have really strong
relationships in all areas of your life, whether they be romantic, parental or work-
related.

If you have been married a long time and the shiny newness has worn off, all
you need to do is get into this quadrant again and it will feel like a honeymoon all
over again.

Quadrant Two: Acute Estrus

Quadrant Two is known as Acute Estrus or rapid onset, short, intense good
stress. On a 'types of stress' scale of 1-10, with 1 being bad and 10 being good, this
quadrant sits at about 6-7.

When you get some really fantastic news or you are engaged in a feel great
workout or when something really wonderful happens to you, you experience this
kind of stress. The body is temporarily, intensely and quickly flooded with feel
good hormones like Dopamine and Oxytocin.

This type of stress is desirable and it does a body good to experience this type of
stress often.

Quadrant Three: Acute Distress

Quadrant Three is known as Acute Distress or rapid onset, short, intense

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bad stress. As far as types of stress go, this one is no fun but is not terribly
dangerous and in fact it can save your life.
This type of stress happens when we feel shocked or threatened and our fight or
flight stress response system kicks into gear. Our bodies are flooded with emergency
response hormones such as adrenaline and cortisol. These hormones allow us to be
alert and haveincreased strength, endurance and energy, thereby allowing us to
respond to imminent danger.

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This type of stress comes from things like a car accident or if you are
attacked or if you feel extreme fear. While this type of stress is classified as a bad
stress, it is not dangerous because it does not last a long time and the body will
wash away these extra hormones when the danger or threat has passed. This stress
helps us to survive.

Quadrant Four: Chronic Distress

Quadrant Four is known as Chronic Distress or long lasting, recurrent bad
stress. This is by far the worst of the types of stress in our lives.

Chronic distress is the cause of most peoples' problems. With this kind of
stress, your body is constantly flooded with emergency response hormones like
Cortisol and Adrenaline. When your Endocrine System is over-used to this extent,
things begin to malfunction.

It's just like your Pancreas, which becomes worn out when we constantly
over use it by spiking our blood sugar several times each day. Your Pancreas was
never intended to process that much sugar and your Endocrine System was never
intended to process that much hormonal activity.

When we stay in a state of chronic distress all the time, we overproduce the
emergency response hormones and we, significantly, under-produce the feel good
hormones.

Every effort should be made to get out and stay out of this quadrant at all
cost. Do whatever you have to do. Change your expectations, change your job, get
out of a bad relationship, ask for help, pray to a higher power if you need to, but
get out of this quadrant NOW!
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If you stay here for long, you will develop Panic Attacks, Anxiety,
Depression, Chronic Fatigue Syndrome, Fibromyalgia and a whole host of other
illnesses. Oh and by the way – you

will very likely gain a lot of weight and get very fat. All these diseases and
problems come from a messed up Endocrine System just the same as Diabetes and
Metabolic Syndrome come from a messed up Pancreas.

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Hyper stress:
This is another form of negative stress that occurs when the individual is
unable to cope with the workload. Examples include highly stressful jobs, which
require longer

working hours than the individual can handle. If you suspect that you are suffering
from hyper stress, you are likely to have sudden emotional breakdowns over
insignificant issues, the proverbial straws that broke the camel’s back. It is
important for you to recognize that your body needs a break, or you may end up
with severe and chronic physical and psychological reactions.

Hypo stress:
Lastly, hypo stress occurs when a person has nothing to do with his time
and feels constantly bored and unmotivated. This is due to an insufficient amount
of stress; hence some stress is inevitable and helpful to us. Companies should
avoid having workers who experience hypo stress as this will cause productivity
and mindfulness to fall. If the job scope is boring and repetitive, it would be good
idea to implement some form of job rotation so that there is always something new
to learn.

The alternative is to work more intelligently, by focusing on the things

that are important for job success and reducing the time we spend on low priority
tasks. Job Analysis is the first step in doing this. Job Analysis is a key technique
for managing job overload – an important source of stress. To do an excellent job,
you need to fully understand what is expected of you. While this may seem
obvious, in the hurly-burly of a new, fast-moving, high-pressure role, it is
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oftentimes something that is easy to overlook. By understanding the priorities in
your job, and what constitutes success within it, you can focus on these activities
and minimize work on other tasks as much as possible. This helps you get the
greatest return from the work you do, and keep your workload under control. Job
Analysis is a useful technique for getting a firm grip on what really is important in
your job so that you are able to perform excellently. It helps you to cut through
clutter and distraction to get to the heart of what you need to do.

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Group Stressors Organizational Extra-Organization

Individual Stressors Stressors
Stressors

Occupation Conflict Policies Family

Person
al Lack
characteristi of Physical Race &
cs socia conditions class
l
support
Lack of
Life changes group Economic &
Processes financialconditions
cohesiveness

Stages of stress:

Alarm:

 Many physiological and chemical reactions are observed during this stage.
 Increased pituitary adrenaline secretions increased respiration, heart trouble and
high BP.
Resistance:

 Nervousness and tension are increased making individuals unable to relax.

 Individuals develop conflicts, frustration, uneasiness etc.
Exhaustion:

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 The immunity of the body is reduced. Individuals feel fatigue and inability.
 Moodiness, negative emotions and helplessness develop

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CONSEQUENCES OF STRESS:
EFFECT ON INDIVIDUAL:
 Physical consequences
 Psychological consequences
 Behavioral consequences
EFFECT ON ORGANIZATION:
 Decreased productivity and quality leading to reduced margin of profit.
 Declined employee job satisfaction and morale effects organizational
effectiveness.
 Delayed or poor decision making.

How to Reduce, prevent, and Cope with Stress:

It may seem that there’s nothing you can do about stress. The bills won’t
stop coming and your career and family responsibilities will always be demanding.
But managing stress is all about taking charge: of your thoughts, emotions,

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schedule, and the way you deal with problems.

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Identify the sources of stress in your life:

Stress management starts with identifying the sources of stress in your life.
This isn’t as easy as it sounds. Your true sources of stress aren’t always obvious,
and it’s all too easy to overlook your own stress-inducing thoughts, feelings, and
behaviours. Sure, you may know that you’re constantly worried about work
deadlines. But maybe it’s your procrastination, rather than the actual job demands,
that leads to deadline stress.

To identify your true sources of stress, look closely at your habits, attitude, and
excuses:

 Do you explain away stress as temporary (“I just have a million things going
on right now”) even though you can’t remember the last time you took a
breather?
 Do you define stress as an integral part of your work or home life (“Things
are always crazy around here”) or as a part of your personality (“I have a lot
of nervous energy, that’s all”).
 Do you blame your stress on other people or outside events, or view it as
entirely normal and unexceptional?

Until you accept responsibility for the role you play in creating or maintaining
it, your stress level will remain outside your control.

Look at how you currently cope with stress

Think about the ways you currently manage and cope with stress in your
life. Your stress journal can help you identify them. Are your coping strategies
healthy or unhealthy, helpful or unproductive? Unfortunately, many people cope

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with stress in ways that compound the problem.

Unhealthy ways of coping with stress

These coping strategies may temporarily reduce stress, but they cause more
damage in the long run:

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 Smoking  Using pills or drugs to relax

 Drinking too much
 Over eating or under eating
 Zoning out for hours in front of
the TV or computer
 Withdrawing from friends,
family, and activities
 Sleeping too much
 Procrastinating
 Filling up every minute of the
day to avoid facing problems
 Taking out your stress on others (
angry outbursts, physical
violence)

Learning healthier ways to manage stress

If your methods of coping with stress aren’t contributing to your greater

emotional and physical health, it’s time to find healthier ones. There are many
healthy ways to manage and cope with stress, but they all require change. You can
either change the situation or change your reaction. When deciding which option to
choose, it’s helpful to think of the four As: avoid, alter, adapt, or accept. Since
everyone has a unique response to stress, there is no “one size fits all” solution to
managing it. No single method works for everyone or in every situation, so
experiment with different techniques and strategies. Focus on what makes you feel
calm and in control.

Dealing with Stressful Situations: The Four A’s

Change the situation:  Alter the stressor.

 Avoid the
stressor.

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Change your  Adapt to the stressor.
reaction:
 Accept the stressor.

Stress management strategy #1: Avoid unnecessary stress

Not all stress can be avoided, and it’s not healthy to avoid a situation that
needs to be addressed. You may be surprised, however, by the number of stressors
in your life that you can eliminate.

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 Learn how to say “no” – Know your limits and stick to them. Whether in
your personal or professional life, refuse to accept added responsibilities
when you’re close to reaching them. Taking on more than you can handle is
a surefire recipe for stress.
 Avoid people who stress you out – If someone consistently causes stress in
your life and you can’t turn the relationship around, limit the amount of time
you spend with that person or end the relationship entirely.
 Take control of your environment – If the evening news makes you
anxious, turn the TV off. If traffic’s got you tense, take a longer but less-
traveled route. If going to the market is an unpleasant chore, do your grocery
shopping online.
 Avoid hot-button topics – If you get upset over religion or politics, cross
them off your conversation list. If you repeatedly argue about the same
subject with the same people, stop bringing it up or excuse yourself when
it’s the topic of discussion.
 Pare down your to-do list – Analyze your schedule, responsibilities, and
daily tasks. If you’ve got too much on your plate, distinguish between the
“shoulds” and the “musts.” Drop tasks that aren’t truly necessary to the
bottom of the list or eliminate thementirely.

Stress management strategy #2: Alter the situation

If you can’t avoid a stressful situation, try to alter it. Figure out what you can
do to change things so the problem doesn’t present itself in the future. Often, this
involves changing the way you communicate and operate in your daily life.

 Express your feelings instead of bottling them up. If something or

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someone is bothering you, communicate your concerns in an open and
respectful way. If you don’t voice your feelings, resentment will build and
the situation will likely remain the same.
 Be willing to compromise. When you ask someone to change their
behavior, be willing to do the same. If you both are willing to bend at least a
little, you’ll have a good chance of finding a happy middle ground.
 Be more assertive. Don’t take a backseat in your own life. Deal with
problems head on, doing your best to anticipate and prevent them. If you’ve
got an exam to study for and your chatty roommate just got home, say up
front that you only have five minutes to talk.

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 Manage your time better. Poor time management can cause a lot of
stress. When you’re stretched too thin and running behind, it’s hard
to stay calm and focused. But if you plan ahead and make sure you
don’t overextend yourself, you can alter the amount of stress you’re
under.

Stress management strategy #3: Adapt to the stressor

If you can’t change the stressor, change yourself. You can adapt to
stressful situations and regain your sense of control by changing your
expectations and attitude.

 Reframe problems. Try to view stressful situations from a more

positive perspective. Rather than fuming about a traffic jam, look at
it as an opportunity to pause and regroup, listen to your favorite
radio station, or enjoy some alone time.

 Look at the big picture. Take perspective of the stressful situation.

Ask yourself how important it will be in the long run. Will it matter
in a month? A year? Is it really worth getting upset over? If the
answer is no, focus your time and energy elsewhere.

 Adjust your standards. Perfectionism is a major source of

avoidable stress. Stop setting yourself up for failure by demanding
perfection. Set reasonable standards for yourself and others, and
learn to be okay with “good enough.”

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 Focus on the positive. When stress is getting you down, take a

moment to reflect on all the things you appreciate in your life,

including your own positive qualities and gifts. This simple strategy
can help you keep things in perspective.

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Stress management strategy #4: Accept the things you can’t change

Some sources of stress are unavoidable. You can’t prevent or change

stressors such as the death of a loved one, a serious illness, or a national
recession. In such cases, the best way to cope with stress is to accept things
as they are. Acceptance may be difficult, but in the long run, it’s easier
than railing against a situation you can’t change.

 Don’t try to control the uncontrollable. Many things in life are

beyond our control— particularly the behavior of other people.
Rather than stressing out over them, focus on the things you can
control such as the way you choose to react to problems.
 Look for the upside. As the saying goes, “What doesn’t kill us
makes us stronger.” When facing major challenges, try to look at
them as opportunities for personal growth. If your own poor choices
contributed to a stressful situation, reflect on them and learn from
your mistakes.
 Share your feelings. Talk to a trusted friend or make an
appointment with a therapist. Expressing what you’re going through
can be very cathartic, even if there’s nothing you can do to alter the
stressful situation.
 Learn to forgive. Accept the fact that we live in an imperfect world
and that people make mistakes. Let go of anger and resentments.
Free yourself from negative energy by forgiving and moving on.

Stress management strategy #5: Make time for fun and relaxation
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Beyond a take-charge approach and a positive attitude, you can

reduce stress in your life by nurturing yourself. If you regularly make time
for fun and relaxation, you’ll be in a better place to handle life’s stressors
when they inevitably come.

Don’t get so caught up in the hustle and bustle of life that you forget
to take care of your own needs. Nurturing yourself is a necessity, not a
luxury.

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 Set aside relaxation time. Include rest and relaxation in your daily
schedule. Don’t allow other obligations to encroach. This is your
time to take a break from all responsibilities and recharge your
batteries.
 Connect with others. Spend time with positive people who enhance
your life. A strong support system will buffer you from the negative
effects of stress.
 Do something you enjoy every day. Make time for leisure activities
that bring you joy, whether it be stargazing, playing the piano, or
working on your bike.
 Keep your sense of humor. This includes the ability to laugh at
yourself. The act of laughing helps your body fight stress in a
number of ways.

Stress management strategy #6: Adopt a healthy lifestyle

You can increase your resistance to stress by strengthening your physical

health.

 Exercise regularly. Physical activity plays a key role in reducing

and preventing the effects of stress. Make time for at least 30
minutes of exercise, three times per week. Nothing beats aerobic
exercise for releasing pent-up stress and tension.
 Eat a healthy diet. Well-nourished bodies are better prepared to
cope with stress, so be mindful of what you eat. Start your day right

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with breakfast, and keep your energy up and your mind clear with
balanced, nutritious meals throughout the day.
 Reduce caffeine and sugar. The temporary "highs" caffeine and
sugar provide often end in with a crash in mood and energy. By
reducing the amount of coffee, soft drinks, chocolate, and sugar
snacks in your diet, you’ll feel more relaxed and you’ll sleep better.

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 Avoid alcohol, cigarettes, and drugs. Self-medicating with alcohol

or drugs may provide an easy escape from stress, but the relief is
only temporary. Don’t avoid or mask the issue at hand; deal with
problems head on and with a clear mind.
 Get enough sleep. Adequate sleep fuels your mind, as well as your
body. Feeling tired will increase your stress because it may cause
you to think irrationally.

Healthy ways to relax and recharge

 Go for a walk.
 Spend time in nature.
 Call a good friend.
 Sweat out tension with a good workout.
 Write in your journal.
 Take a long bath.
 Light scented candles.

Individual stress coping strategies

Time management

 Savor a warm cup of coffee or tea.

 Play with a pet.
 Work in your garden.
 Get a massage.
 Curl up with a good book.
 Listen to music.
 Watch a comedy

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 Relaxation

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Diet
 Opening up
 Professional help

 Leisure time activities

 Physical exercise

Organizational stress coping strategies

Personnel selection and

placement

 Skills training
Increased participation
and personal control
Team building
Improved
communication
 Career counseling

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CHAPTER – IV DATA ANALYSIS
& INTERPRETATION
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DATA ANALYSIS & INTERPRETATION

PART-A

Table-4.1

1) Distribution of respondents according to age?

SL NO Ag NUMBER OF PERCENTAGE
e RESPONDENTS (%)
1 Below25 37 24.666
2 26-35 43 28.666
3 36-45 58 38.666
4 46& Above 12 8
Total 150 100

Graph-4.1:

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` INTERPRETATION:

From the above graph it can be found that 38.6% are in the age

group of 36- 45, 28.6% are in the age group of 26-35, 12% of

respondents are in the age group of 8% and above and the remaining

24.6% of respondents are in the age group of below 25.

From the above study it is found that maximum respondents are in

the age group of 36-45.and minimum respondents are in the age group

of 46 & above.

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Table-4.2

2) DISTRIBUTION OF RESPONDENTS ACCORDING TO GENDER?

SL Gende NUMBER OF PERCENTAGE

NO r RESPONDENTS (%)
1 Male 93 62
2 Female 57 38
TOTA 150 100
L

Graph-4.2:

INTERPRETATION:

From the above graph it can be observe that 62% are male and remaining 38% are
female.

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Table-4.3

3) DISTRIBUTION OF REPONDENTS ACCORDING

TOANNUAL INCOME?

SL Income NUMBER OF PERCENTAGE

NO RESPONDENTS (%)

1 Below 60000 37 24.666

2 B/W 47 31.333
60000-
80000
B/W
3 80000- 32 21.333
100000
100000 & 22.666
4 Above 34

Total 150 100

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Graph-4.3:

INTERPRETATION:

From the above graph it can be depicted that 24.6 % are below 60000, 31.3

% of 60000- 80000, 21.3 %of 80000_100000, and remaining 22.6 %

respondents have an annual

Income of 100000 and above from the above study it is found that

maximum respondents have an annual income of below b/w 60000-

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80000minimum respondents are have an annual income80000-1000000.

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Table-4.4

4) DISTRIBUTION OF RESPONDENTS ACCORDING TO WORKING HOURS?

No
SL of NUMBER OF P ERCENT
NO working
hours RESPONDENTS AGE (%)
in
a
da
y

1 5 26 17.33
3

2 6 43 28.66
6

3 7 57 38

4 8 24 16

Total 15 100
0

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Graph-4.4:

INTERPRETATION:

From the above graph it can be analyzed that 17.3 % of respondents

have 5 working hours,28.6 % of respondents have 6 working hours, 38 %
respondents have 7 working hours and 16 % respondents have 8 working
hours.
From the above study it is found that maximum respondents are having 7
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working hours minimum respondents are having 8 working hours.

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Part-b

1. Since how long you have working with this organization?

TABLE-4.1:

SI. Paramet Frequen % of

No er cy Respondents
1 < 1year 46 30.666

33 22
2 1-2 years

3 2-5 years 41 27.333

4 >5years 30 20

Total 150 100

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GRAPH-4.1:

INTERPRETATION:

From the above graph identified that 30.6 % of respondents are working
<1 year with the organization 22 % of respondents are working 1-2 years with
the organization, 27.3 % of respondents are between 2-5 years and 20 %
respondents are working >5 years with the organization. Maximum respondents
are 30.6 % working <1year within the organization. Minimum respondents are
20 % working >5years within the organization

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2. How do you feel about working conditions oforganization?

TABLE 4.2:

SI.No Paramet Frequenc %of

. er y Respondents

1. Excellen 63 42
t

2. Good 27 18

3. Average 36 24

4. Poor 24 16

Total 150 100

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GRAPH 4.2:

80

60

40

INTERPRETATION:

From the above graph 42% of employees feel that working conditions are
excellent in the organization 18% employees feel that working hours are good,
24% employees feel that working conditions are average and 16 % employees
that working conditions poor. From the above study found that the 42% of
maximum respondents are feel that the working conditions are excellent. 16%
of minimum respondents are feel that the working conditions are poor in the
organization.
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3. Reasons for employee stress in the organization?

Table 4.3:

SI. Parameter Frequen % of

NO cy Respondents

1 Conflict with peers 34 22.666

& management

2 Heavy work 37 24.666

load

3 Introducing 41 27.333
new
technology
4 Personal 38 25.333
problems
Total 150 100

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GRAPH 4.3 :

INTERPRETATION:

From the above graph, it is clearly shown that, 22.6% of the employees
agreed that the reason is conflict with peers & management, 24.6% as Heavy
work load, 27.3% as Introducing new technology and 25.3% as Personal
problems

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4. Under what conditions are employees feel stress in organization?

TABLE 4.4:

% of
SI.N Parameter Frequen Respondents
O cy

1 When targets are not completed in 57 38

time.
When someone keep on monitoring your
2 work continuously. 33 22

3 when proper training sessions are not 21 14

given.

4 In effective stress reduction programs 11 7.333

given.

5 none of above 28 18.666

Total 150 10
0

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GRAPH: 4.4.

INTERPRETATION:

From the above graph 38% responded as personnel feel stress when targets
are not completed in time in organization, 22% of personnel feel stress when
someone monitors their work continuously, 14% of personnel feel stress when
proper training sessions not given. 7.3% of respondents feel that ineffective stress
reduction programs. And 18.6% responded as none of above from the above study
57% of respondents are feel stress when more work is added organization. And
minimum 11 % of respondents are above all conditions.

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5. Employees feeling stress due to more working days?

TABLE 4.5:

SI.N Parameter Frequenc % of Respondents

O y

1 Strongly agree 47 31.333

2 Agree 36 24

3 Neutral 23 15.333

4 Disagree 17 11.333

5 Strongly 27 1
disagree 8

Tota 15 10
l 0 0

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GRAPH 4.5:

INTERPRETATION:
From the above graph 18% of respondents strongly disagreed that more
working days causes stress,11.3% of the people disagree, 15.3% of the people are
at the point of neutral and 24% of the people agree that too much work causes
stress, 31.3% of the people strongly agree that more work causes stress. From the
above study maximum numbers of respondents are strongly agree more working
days causes stress (31.3%).and that the minimum numbers of respondents are
disagree more working days causes stress (11.3%).

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6. Effect of bad physical environment at the work place causes Stress?

(Temperature, lighting, gases, dust)?

TABLE 4.6:

SI.N Parameter Frequenc % of Respondents

O y

1 Strongly agree 31 20.66

6

2 Agree 36 24

3 Neutral 29 19.333

4 Disagree 24 16

5 Strongly 20 13.33
disagree 3

Total 150 100

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GRAPH 4.6:

INTERPRETATIOIN:

From the above graph 20.6% of respondents strongly agreed that bad
physical environment in the work place also causes stress, 16% of the people
disagree, 19% of the people are at the point of neutral and 24% of the people agree
that bad physical environment in the work place causes stress, 13.3% of the people
strongly disagree that Bad physical environment in the work place. From the above
study 24% respondents are agree that the bad physical environment in the work
place also causes to stress .and 13.3% of respondents are strongly disagree bad

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physical environment in the work place causes stress.

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7. Level of co-operation in office?

TABLE 4.7:

SI.N Parameter Frequen % of

O cy respondents

1 Strongly agree 51 34

2 Agree 33 22

Neutral
3 29 19.333

4 Disagree 10 6.666

5 Strongly 27 18
disagree

Total 150 100

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GRAPH 4.7:

INTERPRETATION:

From the above graph 34% of respondents strongly agreed that there is lack of co-
operation in office,
6.6 % of the people disagree, 19.3% of the people are at the point of neutral and
22% of the people agree that is lack of co-operation in office, 18% of the people
strongly disagree that is lack of co-operation in office. from the above study 34% of
respondents are Strongly agree there is lack of co-operation in office.6.6% of
respondents are disagree there lack of co-operation in office.

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8. Level of proper communication in your organization?

TABLE 4.8:

SI.N Parameter Frequency % of Respondents

O

1 Strongly agree 51 34

2 Agree 13 8.666

3 Neutral 39 26

4 Disagree 27 18

5 Strongly disagree 20 13.333

Total 150 100

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GRAPH 4.8:

INTERPRETATON:

From the above graph 34% of respondents strongly agreed that Lack of
communication causes to stress, 8.6% are agreed, 26% are neutral, 18% are
disagreed, and 13.3% are strongly disagreed. From the above study 34% of
respondents are strongly agree lack of communication causes to stress. 8.6% of
respondents are agree lack of communication causes to stress

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9. Effect of overtime work results in stress?

TABLE 4.9:

SI.N Parameter Frequen % of Respondents

O cy

1 Strongly agree 41 27.333

2 Agree 18 12

3 Neutral 51 34

4 Disagree 27 18

5 Strongly 13 8.666
disagree

Total 150 100

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GRAPH 4.9:

INTERPRETATON:

From the above graph 27.3% of respondents strongly agreed that when
forced to work over time they feel stress, 12% are agreed, 34% are neutral, 18%
are disagreed, and 8.6% are strongly disagreed. from the above study 27.3%
respondents are strongly agree when forced to work over time they feel stress.12%
respondents are agree when forced to work over time they feel stress.

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10. Company provides salary based upon your skill?

Table 4.10:

SI.N Parameter Frequen % of Respondents

O cy

1 Strongly agree 56 27.333

2 Agree 34 12

3 Neutral 26 34

4 Disagree 7 4.666

5 Strongly 6 4
disagree

Total 150 100

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Graph4.10:

INTERPRETATION:
From the above graph 27.3% of respondents strongly agreed that salary is
provided based on skill, 4.6% of the people disagree, 12 % of the people agree is
provided based on skill. 34% of respondents neutral, 4% of the people strongly
disagree that is provided based on skill. from the above study maximum
respondents are strongly agree that salary is provided based on skill. And minimum
number of respondents is (34 % netural that salary based on skill).

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11. Fear of quality of your performance?

TABLE 4.11:

SI.N Parameter Frequen % of

O cy Respondents

1 Strongly agree 63 42

2 Agree 46 30.66

3 Neutral 27 18

4 Disagree 6 4

5 Strongly 8 5.333
disagree

Total 150 100

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GRAPH : 4.11

100

80
60
40

StrongIyAgre agree Neutral

INTERPRETATION:
From the above graph 42% of respondents strongly agreed they fear about
the quality of performance, 4% of the people disagree, and 30.6% of the people
agree that they fear about the quality of performance, 18% of respondents
netural. 5.3% of the people strongly disagree that they fear about the quality of
performance. From the above study most of the respondents are strongly agree
they fear about the quality of the performance. Few of the respondents are
strongly disagree they fear about the quality of the performance.

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12. Comfort ability in working conditions to employees?

Table 4.12

SI.N Parameter Frequen % of Respondents

O cy

1 Strongly agree 37 24.66

2 Agree 44 29.33

3 Neutral 19 12.66

4 Disagree 27 18

5 Strongly 23 15.33
disagree

Total 150 100

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Graph4.12:

8O

6O

m% of Respondents
2O Frequency

Strongly agree
Agree Neutral Disagree Strongly

INTERPRETATION:
From the above graph, it is evident that 29.3% of the employees agreed that
they are comfortable with the working conditions while 24.6% strongly agreed, 18
% disagreed and 15.3% of the employees strongly disagreed. 12.6% of the
respondents neutral. From the above study found that the maximum respondents are
strongly disagree they are comfortable with the working conditions. minimum
respondents strongly agree they are comfortable with the working conditions.

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13. Stress always shows a negative impact on your performance?

Table 4.13:

SI.N Parameter Frequen % of Respondents

O cy

1 Strongly agree 41 27.33

2 Agree 27 18

3 Neutral 39 26

4 Disagree 28 18.66

5 Strongly 15 10
disagree

Total 150 100

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Graph4.13:

INTERPRETATION:

From the above graph, it is clearly shown that, 18% of the employees
agreed that stress always shows a negative impact on their performance while
18.6% of the employees disagreed. 27.3% strongly agree.10% strongly
disagree. 26% of respondents neutral. From the above study found that the
maximum respondents are strongly agree stress always shows negative impact
on their performance. And that the minimum number of respondents are
strongly disagree that the stress is always shows negative impact on their
performance.

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14. Existence of enough time for food and sleep?

Table 4.14:

SI.N Parameter Frequen % of Respondents

O cy

1 Strongly agree 61 40.66

2 Agree 33 22

3 Neutral 29 19.33

4 Disagree 20 13.33

5 Strongly 7 4.666
disagree

Total 150 100

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Graph4.14:

INTERPRETATION:

From the above graph 40.6% respondents are strongly agree enough time
and sleep.22% agree. 13.3% disagree. 4.6% strongly disagree. 19.3% of the
respondents neutral. From the above study found that the maximum respondents
are strongly agree enough time and sleep. And minimum number of respondents
agrees that the enough time and sleep.

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15. Effectiveness of stress reduction programs conducted by the Company?

Table 4.15:

SI.N Parameter Frequen % of Respondents

O cy

1 Strongly agree 53 35.33

2 Agree 41 27.33

3 Neutral 26 17.33

4 Disagree 15 10

5 Strongly 15 10
disagree

Total 150 100

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Graph4.15:

INTERPRETATION:

From the above graph shows that the 35.3% strongly agree stress reduction
programs are conducted by the company for employees 27.3% agree. 10%
disagree. 10% strongly disagree. 17.3% of the respondents neutral From the above
study found that the maximum respondents are strongly agree stress reduction
programs are conducted by the company. And minimum number of respondents
are disagree that the stress reduction programs are conducted by company.

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16. Training & Development programs help to cope-up with new technology reduces the
stress?

TABLE 4.16:

SI.N Parameter Frequen % of

O cy Respondents

1 Strongly agree 61 40.666

2 Agree 29 19.333

3 Neutral 33 22

4 Disagree 7 4.666

5 Strongly 20 13.333
disagree

Total 150 100

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GRAPH: 4.16:

INTERPRETATION:

From the above graph 40.6% of respondents strongly agreed that Training &
Development programs help to cope-up with new technology reduces the stress,
19.3% are agreed and 4.6% are disagreed. 22% are Neutral.13.3% are Strongly
disagree .from the above study found that the maximum respondents are strongly
agree that the training and development programs help to cope up with new
technology reduces the stress. Minimum number of respondents disagree that the
training and development programs help to cope up with new technology reduces
the stress.

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17. Stress management sessions are running regularly for employees?

TABLE 4.17:

SI.N Parameter Frequen % of Respondents

O cy

1 Strongly agree 62 41.333

2 Agree 28 18.666

3 Neutral 15 10

4 Disagree 25 16.666

5 Strongly 20 13.333
disagree

Total 150 100

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GRAPH 4.17:

INTERPRETATION:

From the above graph 41.3% of respondents strongly agreed that the stress
management sessions are running regularly, 16.6% of the people disagree, and
18.6% of the people agree that the stress management sessions are running
regularly, 13.3% of the people strongly disagree that the stress management
sessions are running regularly.10% of the respondents neutral. From the above
study maximum respondents are strongly agree stress management sessions are
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running regularly. And minimum number of respondents is agree that the stress
management sessions are running regularly.

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1
CHAPTER – V FINDINGS, SUGGESTIONS
& CONCLUSION
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FINDINGS

1. Many of the respondents are belong to the high aged employees 36-45.

2. Many of the respondents are below to 10,000 income level per month.

3. Majority of the respondents are having 10- 12 working hours

4. A few no. of respondents are working with the organization for <1year due to
more stress.

5. Many of the respondents agreed that physical environment problem in

the work place cause stress.

6. A few no. of respondents strongly agreed that the cause for stress is

the lack of co- operation with superiors.

7. A large majority of employees agreed that there is a lack of

communication in the organization

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SUGGESTIONS

1. I Suggest that Management may select the employees having 30-40years.

2. Organization need to provide fair salary to reduce financial stress of employees

3. Reducing the overtime work conditions in the organization.

4. Stress has negative impact on employees hence develop stress reduction

programmers.

5. The organization maintain good climate to reduce employee stress.

6. Employees must be co- operate with Superiors.

7. Proper communication should be maintained in order to reducethe stress.

8. Employees must be motivated to reach targets easily without stress.

9. Stress has negative impact on employees hence develop stress reduction

programmers.

10. Reduce heavy work load to improve the quality of performance.

11. Reduce the multiple tasking programs for the employees.

12. Guide the employees to attend the stress management sessions.

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13. The organizations maintain the holidays for the employees properly.

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CONCLUSION

Stress though a very agonizing factor too many of the people,

because it causes mental and physical ailments, it acts as stimulus to many

of the people for the better performance. Stress is not a sickness to run

away from. Stress is medicine to be used to create some movements within

the individual to perform better. But care should be taken that the stress is

not over because any medicine consumed heavily can act as a poison.

Similarly if the stress is too high it can be a dangerous for one’s life. Even

if there is no stress, human beings can be very lethargic. Therefore let the

stress be moderate in each one’s life and let it act as a dough or catalyst in

stimulating or changing to produce better results.

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1
 ANNEXURE

QUESTIONNAIRE
BIBLIOGRAPHY
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QUESTIONNAIRE

PART-A
1. Age

a .below25 b.26-35

c 36-45 d.46 and above

2. Gender

a. Male b. Female

3. Annual income:

a. below 60000 b b. b/w 60000-

80000
c. b/w 80000-100000 d
d. 100000 &
4. No of working hours in a day: above

a. 5 b. 6

c. 7 d .8

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PART-B

1. Since how long you have working with this organization?

A) < 1year B) 1 -2year C) 2-5 years D) >5years

2. How do you feel about working conditions of organization?

A) Excellent B) Good C) Average D) poor

3. Reasons for employee stress in the organization?

A) Conflict with peers 7 management B) Heavy Work

C) Introduction of Technology D) Personal problem

4. Under what conditions you feel stress in organization?

A) When targets are not completed in time B) When someone keep on

monitoring your work continuously C) proper training sessions not given
D) above all E) none of above

5. Employees feeling stress due to more working hours?

A) Strongly agree B) Agree C) Neutral D) disagree E) Strongly disagree

6. The effects of physical environment at the work

place cause Stress? (Temperature, lighting, gases,
dust)

A) Strongly agree B) Agree C) Neutral D) disagree E) Strongly disagree

7. Level of co-operation in office?

A) Strongly agree B) Agree C) Neutral D) disagree E) Strongly disagree

8. Level of proper communication in your organization?

A) Strongly agree B) Agree C) Neutral D) disagree E) Strongly disagree

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9. Effect of overtime work results in stress?

A) Strongly agree B) Agree C) Neutral D) disagree E) Strongly disagree

10. Company provides salary based upon your skill?

A) Strongly agree B) Agree C) neutral D) disagree E) strongly disagree

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11. Fear of quality of your performance?

A) Strongly agree B) Agree C) disagree D) Strongly disagree

13. Comfort ability in working conditions to employees?

A) Strongly agree B) Agree C) neutral D) disagree E) strongly disagree

14. Stress always shows a negative impact on your performance?

A) Strongly agree B) Agree C) neutral D) disagree E) strongly disagree

15. Existence of enough time for food and sleep?

A) Strongly agree B) Agree C) neutral D) disagree E)

stronglydisagree 16 Effect of stress reduction programmes conducted by the

company?

A) Strongly agree B) Agree C) neutral D) disagree E) strongly disagree

17. Training & Development programs help to cope-up with new technology reduces the
stress?

A) Strongly agree B) Agree C) Neutral D) disagree E) Strongly disagree

18. Stress management sessions are running regularly for employees?

A) Strongly agree B) Agree C) neutral D) disagree E) strongly disagree

19. Stress management sessions are useful for employees?

A) Strongly agree B) Agree C) neutral D) disagree E) strongly disagree

20. Stress management sessions are provided for employees?

A) Strongly agree B) Agree C) neutral D) disagree E) strongly disagree

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BIBLIOGRAPHY

Books

Robin P Stephen (2000), Organization Behavior, New Delhi, Prentice Hall

of India.

Luthans Fred (1998), Organization Behavior, Eighth Edition,

McGraw- Hill International.

K Ashwathappa (2002), Human Resource and Personel

Management, Third Edition, Tata McGraw-Hill.

P. Subba Rao (2004), Management and Organization Behavior.

Kothari C.R (2004), Research Methodology, Methods and Techniques.

Websites

www.nrkrtextiles.com

www.cottonindustry.com

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