Priya Report

CHAPTER I
INTRODUCTION AND DESIGN OF THE STUDY
1.1 INTRODUCTION
The importance of attitude in understanding psychological phenomenon was given
formal recognition early in the history of social psychology. From the time of the concept’s
entry in to the language of psychology until now, interest in attitude has been strong and
growing. However, over the years attitudes have been studied with differing emphasis and
methods. It is necessary to be precise in defining attitudes, because the variety of published
definitions and descriptions is almost endless. Attitude may be defined in two ways,
Conceptual and Operational. There is quite a difference in the conceptual definition of the
term attitude, and divergent points of view regarding the concept of attitude have developed.
“Attitude is a mental and neural state of readiness organized through experience, exerting a
directive or dynamic influence upon the individual’s response to all objects and situations
with which it is related”.
EMPLOYEE ATTITUDE
The attitudes of employees in the workplace can have a significant effect on the
business as a whole. Attitude is one of the hidden, hard-to-measure factors that ends up being
crucial to the success of a company. Whether for better or for worse, employee attitudes tend
to have a drastic impact on the productivity of a business, both directly and through the effect
on other job-related factors.
Attitudes and behaviours displayed in the workplace can directly affect the
atmosphere and productivity within an organization. There are clear differences between your
employee's attitude and his behaviour.. This attitude can also influence how he performs.
Because attitude is an inward feeling, an employee's bad attitude might remain hidden. But if
he's not careful, his bad attitude might show in his actions.
Everyone has attitudes about many things; these are not necessarily a bad thing. One
aspect of employees' attitude is the impact it can have on the people around them. People
with a positive attitude can lift the spirits of their co-workers, while a person with a negative
attitude can lower their spirits. Sometimes, though, this principle works in reverse, and
PAGE \* MERGEFORMAT 57
attitudes are often more complex than positive or negative. Attitudes may affect both the
employee's work performance and the performances of co-workers.
Implicit and explicit attitudes:
There is also considerable research on implicit attitudes, which are generally

unacknowledged or outside of awareness, but have effects that are measurable through
sophisticated methods using people's response times to stimuli. Implicit and explicit attitudes
seem to affect people's behaviour, though in different ways. They tend not to be strongly
associated with each other, although in some cases they are. The relationship between them is
poorly understood.
Employees’ attitude towards training:
It is imperative to know the attitude of employees towards training. If an employee

values training program or thinks that training program is going to be beneficial for him, then
he is likely to attend it with positive attitude and great enthusiasm whereas if he thinks that it
is a compulsion for him to attend the training program and there will be no value addition,
then he may perceive it with negative attitude.
FIVE ATTITUDES THAT ARE IMPORTANT IN WORKPLACES
Respectfulness
Respect is a very important attitude in the workplace and doesn't solely extend to the
way in which employees interact with management. Employees should also have a respectful
attitude when interacting with clients and customers as well as co-workers. Employees with
this type of attitude are willing to treat other people politely and professionally, even if they
disagree with the other person's point of view.
Pride fullness
It might seem as if being prideful is a good attitude to have in the workplace, but most
employees who have a prideful attitude about their work tend to work harder to excel. A
prideful attitude doesn't mean that an employee won't accept help or work in teams; it simply
means that the outcomes of tasks the employee does and how they contribute to the company
matter a great deal to him.
Commitment
A committed attitude is a valued one in the workplace. Small businesses need

employees who are not only committed to the goals and initiatives that affect the bottom line,
but who also are committed to their particular positions. Employees project a committed
attitude by showing a willingness to do whatever it takes to fulfill the duties of their positions
and via the development of new ideas to make the company even better.
Innovation
Employees with an innovative attitude don't shy away from trying something new or
finding a different way to do things. Small businesses need employees who can think outside
of the box and innovate new ways to accomplish existing tasks and approach goals.
Employees with this type of attitude know their ideas might not work out to be the best way
to do something, but that the biggest failure is not at least giving new ideas a shot.
Helpfulness
It is important to have a helpful attitude at work, whether that means assisting clients
and customers with their needs or helping co-workers accomplish overall company goals.
The more helpful an attitude employees have; the more people want to be around them at
work and the more willing they are to partner with those employees on key projects and
initiatives.
FEATURES OF ATTITUDE
 Attitudes affect behavior of an individual by putting him ready to respond

favorably to things in his environment.
 Attitudes are acquired through learning over a period of time. The process of
learning attitudes starts right from the childhood and continues throughout the
life of a person.
 Attitudes are invisible as they constitute a psychologies phenomenon which
cannot be observed directly. They can be observed by observing the behavior
of an individual.
 Attitudes are pervasive and every individual has some kind of attitude towards
the objects in his environment. In fact, attitudes are forced in the socialization
process and may relate to anything in the environment.
FACTORS IN ATTITUDE FORMATION
The attitudes are learned. Though there are different approaches as how learning
works and is acquired by an individual, generally it is held that individuals learn things from
the environment in which they interact. Thus, for attitude formation, all these factors must be
taken in to account from which people learn. Such factors may be analyzed in terms of
groups starting from the family as a group, an individual moves in a close group, then to
longer groups, and finally to the society as a whole. A part from these groups, the
individual’s psychology which makes up particularly his personality, is also responsible for
behavior and attitudes.
METHODS OF ATTITUDE CHANGE
There are various methods through which a positive change in attitudes may be
brought. In the social context, Cohen has suggested four methods for attitude change. They
are
 Communication of additional information.

 Approval and disapproval of a particular attitude.
 Group influence, and
Inducing engagement in discrepant behaviour. In some or the other, all these methods
involve introducing discrepancies among the elements making up the individual’s attitudes in
the hope that the elements will be rebalanced through the effective component of the
attitudes. From the organization point of view, a manager can take following actions in
brining change in attitudes of its organizational members.
 Group action
 Persuasion through leadership
 Persuasion through communication and
Influence of total situation. These actions involve the analysis of different variables
affecting a particular action
VALUES AND ATTITUDES
Some researchers see values as consisting of large sets of related attitudes. For
example, “Fishbein” and “Ajzen” have included two components in attitudes-informational,
emotional. Thus, they have taken values as a part of attitudes. However, some differences
exist between values and attitudes. Attitudes are specific and related to distinct objects;
people, or ideas. Values are more general than attitudes, values often contain statement of
goodness or badness associated with the attitudes which people hold. Values are, then, beliefs
about which attitudes we should have or how we should behave.
VALUES AND BEHAVIOUR
Behaviour of people is influenced by the values which they hold, particularly in terms
of those stimuli which have some value orientation in the organizational context,
understanding the influence of individual value system on the behaviour of individuals in the
following manner:
 Values influence an individual perception about the problems defaces and

consequently the decision he makes to overcome those problems.
 Values influences the way in which an individual looks at the other individual
and groups of individuals, that is, interpersonal relationship. Values become
the basis of such interpersonal relationship interactions.
 Individuals judge organizational success as well as its achievement of the
basis of their value system. Thus, for some individuals, organizational success
may be in the form of high- profit earning irrespective of the means adopted
whereas, this may be a mean thing for other individuals.
 Individuals set limit for the determination of what is ethical or unethical
behavior for themselves as well as for the others.
 Values determine the extent to which individuals accept organizational
pressures and goals. If these do not match with the value held by them, they
thwart the organizational pressures and goals, and even leave the organization.
EMPLOYEES’ ATTITUDES TOWARDS THE ORGANIZATION
Attitudes are not the same as values, but the two are interrelated. You can see this by
looking at the three components of an attitude: cognition, affect and behaviour. The belief
that” discrimination is wrong” is a value statement
Cognitive Component of an Attitude:
It sets the stage for the more critical part of an attitude and is reflected in the
evaluative statements concerning objects, people or events. The behavioural component of an
attitude refers to an intention to behave in a certain way towards someone or something. In
organizations, attitudes are important because they affect job behaviour. If workers believe,
for example, that superiors, auditors, bosses, and time-and-motion engineers are all in
conspiracy to make employees work harder for the same or less money, and then it makes
sense to try to understand how these attitudes were formed, their relationship to actual job
behaviour, and how they might be changed.
TYPES OF ATTITUDES
A person can have thousands of attitudes, but Organizational Behaviour focuses our
attention on a very limited number of work-related attitudes. These work-related attitudes tap
positive or negative evaluations that employees hold about aspects of their work
environment. Most of the research in OB has been concerned with three attitudes: job
satisfaction, job involvement, and organizational commitment.
Job Involvement
The term job involvement is a more recent addition to the literature while there didn’t
complete agreement over what the term means. A workable definition states that job
involvement measures the degree to which a person identifies him with his or her job and
considers his or her perceived performance level important to self-worth. Employees with a
high level of job involvement strongly identify with and really care about the kind of work
they do.
Organizational Commitment
The third job attitude is organizational commitment, which is defined as a state in

which an employee identifies with a particular organization and its goals, and wishes to
maintain membership in the organization. So, high job involvement means identifying with
one’s specific job, while high organizational commitment means identifying with one’s
employing organization.
Attitudes and Consistency
Research has generally concluded that people seek consistency among their attitudes
and between their attitudes and their behaviour. This means that individuals seek to reconcile
divergent attitudes and align their attitudes and behaviour so that they appear rational and
consistent. When there is an in consistency, forces are initiated to return the individual to an
equilibrium state.
Cognitive Dissonance Theory
This theory sought to explain the linkage between attitudes and behaviour.
Dissonance means an inconsistency. Cognitive dissonance refers to any incompatibility that
an individual might perceive between two or more of his or her attitudes, or between his or
her behaviour and attitudes.
Moderating Variables
The most powerful moderates have been found to be the importance of the attitude;
specially, its accessibility, whether there exist social pressures, and whether a person has
direct experience with the attitude. Important attitudes are one’s that reflect fundamental
values, self-interest, or identification with individuals or groups that a person values. Attitude
that individuals consider important tend to show a strong relationship to behaviour.
Attitude Survey
The preceding review indicates that knowledge of employee attitudes can be helpful
to managers in attempting to predict employee behaviour. But, how does management get
information about employee attitudes. The most popular methods are through the use of
attitude surveys.
Attitude and Workforce Diversity
Managers are increasingly concerned with changing employee attitude to reflect

shifting perspectives on racial, gender, and other diversity issues. A comment to a co-worker
of the opposite sex, which 20 years ago might have been taken as a complaint, can today
become a career-limiting episode. The majority of large U.S. employees and a substantial
proportion of medium sized and smaller ones sponsor some sort of diversity training. Some
examples are, Police Officers in Escondido, California, receive 36 hours of diversity training
for their 12,000 employees. The Federal Aviation’s Administration sponsors a mandatory 8
hours diversity seminar for employees of its western pacific region.
1.2 COMPANY PROFILE
The cotton textile and spinning industry is the largest industry in India. The origin of
spinning industry states back to 1970’s from small beginning in those days, the industry
steadily grow its size. It holds second place among countries in the world in cloth production.
Nowadays several years spinning mills has expanded very well and about 20and
more spinning mills are activating in and around udumalpet.
It provides direct employment to the many people. It also provides indirect

employment to many millions like the cotton growers and processor.
1.2.1 HISTORY OF THE COMPANY

Sri Vijayakumar Textiles was started in the year 1990.The textile is situated at
Senjeri Road,Pethappampatti,Udumalkpet(Tk),Tiruppur The company has registered under
the companies Act 1956.
A company is a small developing concern. The Managing Director of the concern is
Mr.N.Thirunavukarasu.The managing director is professionally qualified and well experience
in the respective fields. In early stages the turnover of the company is 25 lakhs in the year
1997. The turnover of this mill increased 13crore. Nearly 160 workers are doing their work.
Free automation is provided for the workers.
They are in the world of computers, during the past decades man was doing most of
the jobs manually. As the days pass the technological development also improves. Now a
day’s computers occupy these places where man has to rely on its speed.
1.2.2 PROFILE OF THE COMPANY
Name : Sri Vijayakumar Textiles
Address : Senjeri Road,Pethappampatti,Udumalkpet(Tk),Tiruppur
Location : Pethappampatti
Contact person : N.Thirunavukarasu
Year of established : 1990
Status : Medium Scale Industry
Name of the activity : Manufacturing of Quality Yarn
Constitution : Partnership
No. Of workers : 160
Type of Worker : Temporary and permanent
Bank of capital : Indian Overseas Bank,Somanur.
Canara bank,Tiruppur.
Type of wages : Monthly
Auditor : C.A. Rajasekar
Integrated facilities : Mixing, Blow Room, Blow Room, Cone Winding
1.2.3 OBJECTIVES OF THE ORGANIZATION
The main objectives of business organization is to earn “PROFIT” instead of that too,
there are many other objectives.
 To create an employment opportunities for the people.
 To supply good quality goods at low prizes.
 To satisfy the social wants.
 To rental services to the low-income group of people.
VISION
To be a Leading Producer and Exporter of Premium Quality Man - made Fiber Spun
yarn globally and First Choice of Our Customers, Employees & Other Stakeholders and be a
complete and most respected processor for entire range of fabrics and weaves types
recognized for challenging conventional practices and delivering on our commitments with
fair trade practices.
MISSION
To deliver superior value to our customers, employees and other stakeholders. Our
aim is to combine technology, managerial skills, innovation, experience, judgment and
responsibility to provide the added value which ensures the customer satisfaction.
1.3 STATEMENT OF THE PROBLEM
Stress is a dynamic condition in which a person faces with constraint and strains.
Stress is the discomfort of an individual. Stress is a pressure condition causing hardship. It is
an internal phenomenon of mental attitude. Stress is generally believed to have deleterious
effect on health and performance. But a minimum level of stress is necessary for effective
functioning and peak performance. It is the individuals reaction to stress which makes all the
difference. Stress is a mental, emotional or physical reaction resulting from an individual‘s
response to environmental pressure. It refers to pressure people feel in life. Different persons
respond to stressful situation in different ways. It is important to distinguish between pressure
and stress. Pressure is motivating, stimulating and energizing. But when pressure exceeds the
ability to cope, stress is produced. Stress is an external force or pressure on the human mind.
One should try to transform stress into vitality, energy into power and knowledge into
wisdom. Stress can have serious consequences on both health and work performance.
1.4 OBJECTIVES OF THE STUDY
• To identify reason for stress
• To measure intensity of stress

• To ascertain impact of stress on employee health ,job satisfaction and productivity
1.5 SCOPE OF THE STUDY
The present world is fast changing and there are lots of pressures and demands at
work. These pressures at work lead to physical disorders. Stress refers to individual’s reaction
to a disturbing factor in the environment.
 The study emphasizes to reveal behind the stress level in the Sri Vijayakumar
Textiles.
 The study would help the organization to know the factors of stress and to reduce the
stress in employees.
 The study attempts analyze the effectiveness and employee’s individual opinion
regarding the stress.
 The study can be elaborated in future in order to make an in-depth analysis of various
aspects of stress.
1.6 CHAPTER SCHEME
 Chapter I: Introduction and design of the study

 Chapter II: Industry profile and Company Profile
 Chapter III: Research methodology
 Chapter IV: Data analysis and interpretation
 Chapter V: Finidngs,Suggesstion and Conclusion
CHAPTER II
REVIEW OF LITERATURE
In this chapter an attempt has been made to identify basic concept and the earlier
students that are carried out by the research scholars who have worked in this field. It has
enticed many researchers to enter into research and as a result, the perception studies the
motives the employees, Studies so far conducted have broadly covered these aspects. The
following paragraphs will highlight the main objectives and findings of those studies.
Mrs. Caral Lopes, Ms. Dhara Kachalia, (2016) they have conducted a study in
private and public banks. They have shown that the technological growth has revolutionized
the way banking sector works and the competition is globalised now way days because of the
economic condition. The level of stress faced by the employees in banking sector is also
growing rapidly. The study found that there is a significant relationship between type of the
banks, age, gender and education, job, role, interpersonal relationship and Impact of
occupational stress. So the banking sector employee should adopt new coping strategies for
maintaining good physical and mental condition to improve productivity.
B.kishori & B.vinothini (2016) the authors have found that productivity of the work
force is decisive factor for the success of an organization is concerned. In an age of highly
dynamic and competitive world, an employee is exposed to all kinds of stressors that can
affect them on all realms of life. The research intended to study the impact of occupational
stress on Nationalized Bank employees.
Priyanka Das1, Alok Kumar Srivastav (2015) they have identified that banks must
manage people at work to improve physical work environment, If the organizations enhance
the psychological well-being and health of the employees, the organizational revenue will
increase and there will be employee retention as well. Because of “A Healthy Employee is a
Productive Employee”. they concluded that the level of stress among the select public sector
banks are found to be limited and if the necessary action taken by the management that will
help to relieve the stress of the employees and also help to impact more productive
employees that will help the banks to achieve greater heights.
Ementa, Christiana Ngozi (2015) the study looked into the bank secretaries’
perceived causes of stress, its effect on their performance and effective strategies for coping
with stress. The study showed that bank secretaries consider most of the work functions as
causes of stress in the workplace, and these stressors has great effect on their performance,
and have considered a number of factors as effective strategies for coping with occupational
stress. This study concluded that bank secretaries experience a lot of work stress as they carry
out their administrative and clerical functions in the bank. The study further revealed that
gender; work experience and marital status do not significantly affect respondents’ mean
rating on causes of stress, effect of the stressors to performance and effective coping
strategies. Since stress is unavoidable in work life, it is obvious that bank secretaries must go
through a form of stress to accomplish office tasks, efforts towards effective management of
stress is paramount.
Dr. P.Kannan &Suma.U (2015) in order to manage stress the organization has to
encourage employee development and embark on training interventions for employees.
Training specifically related to policies and policy implementation is a key priority. Stress in
banking sector is mostly due to excess of work pressure and work life imbalance the
organization should support and encourage taking up roles that help them to balance work
and family.
Dr. Vishal Samartha &Dr. Mushtiary Begum, et al. (2014) the stress is
unavoidable in any occupation and banking is no exception. This study found that factors
such as performance pressure; inadequate planning at workplace, change to adaptability;
family demands and lack of efficient manpower caused more stress among the bank
employees
Enekwe, Chinedu Innocent & Agu, Charles Ikechukwu, et al. (2014) they have
conducted study based on the statistical calculation, male and female bankers not to differ
significantly on their stress management technique. It can be concluded that stress
management is not gender sensitive or gender- centric. This means that the problem of stress
is both genders sensitive. Furthermore, section of a banker has a significant influence on
stress management technique among bank employees in Nigeria banking industry.
Md. Hasebur Rahman & Md. Kamruzzaman, et al. (2013) the commercial bank as
one the occupational group functions under of high stress. The variables such as long
working hour, workload, family sympathy, management pressure, mental depression, and job
insecurity perceived stress stressors of commercial bank. Employees wellbeing
psychologically and mentally depress if stress prolong over the period of time. Effective job
design, healthy working environment, remuneration should be offered to employees to
motivate in competitive jobs of commercial bank.
Tatheer Yawar Ali &Atif Hassan et al. (2013) the bankers are facing high stress in
their job and the reasons for this is stress include long working hours, improper reward
system, lack of job autonomy, organizational culture, role conflict etc and the main reason is
lack of management support to employees. They can notice a number of symptoms indicating
high level stress. If these symptoms are not noticed in early stage, they can cause serious
health problems among employees such as depression, heart problems, diabetes etc.
A.Sharmila and J.Poornima (2012) in their study on “employee stress management

in selected private banks in Salem” A majority of the employees face severe stress related
ailments and a lot of psychological problems. The management must take initiatives in
helping employees to overcome its disastrous effect. In an age of highly dynamic and
competitive world, employees are exposed to all kinds of stressors that can affect them on all
realms of life. The growing importance of interventional strategies is felt more at
organizational level.
S. Katyal M. Jain and B. Dhanda (2011) “A Comparative Study of Job Stress and
Type of Personality of Employees Working in Nationalized and Non-nationalized Banks”
The employees have to face stress and strain at workplace which is responsible for higher
neuroticsymptoms among them like emotional instability, depressive mood, nervous
breakdown, hyper reactivity, over anxiousness, etc.
Nadeem Malik, (2011) the growing importance of interventional strategies is felt

more at organizational level. This research intended to study the impact of occupational stress
on public and private Bank employees.
Bashi.usman et.al (2010)they have analyzed the relationship between job stress and job
performance. The result has indicated that job stress has negatively correlated with job
performance and the researchers find out that job stress significantly reduce the performance
of employees. The stress in work environment reduces the intention of employees to perform
better in jobs. It can be concluded that stress management is not gender sensitive or gender-
centric.
K. Narayanaswamy, Dr.jelsy Joseph (May 2013) they pointed out that the
elimination of quota system under agreement on textile& clothing, it was anticipated that
global textiles and clothing base will be shifted to Asia. Moreover it was perceived that India
along with China is going to be major gainer of quota removal in textile & clothing trade. The
paper attempts to study the global textile & clothing trade pattern and export performance of
Indian textile & clothing industry vis-à-vis its competitors. While Indian share in US has
increased but the growth rate is low compare to other suppliers. It is to be noted that Exports
from high cost Asian suppliers to the US have grown at more modest rates or declined. The
empirical finding suggests that Indian export of textiles & clothing was not able to compete
with China & United States. China ranked at first place as its market share is 47.77% in total
textile imports by US, followed by India at second place with a market share of 11.83%, way
behind China. It has also been noticed that Indian exports of textiles & clothing is highly
correlated with global trade pattern in contrast to China, Bangladesh etc.
Le Fevre et al. (2003) As per distinctive investigations the thought of stress has been
anticipated and shown with various qualities. According to the definition from one scholastic
from the long history, stress could be described as “the non-specific response of the body to
any demand placed upon it” (Selye, 1987, p.17).Following the literature in the near histories;
the term of stress has been recreated in the form of a term which could be used to describe a
force that results in or else causing for the deformation and meanwhile the response to the
stress now could be possibly described as the strain referring to the manifestation in a body
The concept of stress is always accompanied by several notions such as performance,
motivation and as well as the employee wellbeing when referring to an organization.
CHAPTER – III
RESEARCH METHODOLOGY
This methodology explain about the overall objective of research design, data
collection method, sampling procedure, construction of questionnaire, tools of analysis.
Research methodology is a way to systematically solve the research problems. It may be
understood as a science of studying how research is done scientifically. It includes the overall
research design, the sampling procedure, data collection method and analysis procedure.
DEFINITION
Research is common parlance refers to a search for knowledge; one can also define
research as a scientific and systematic search for pertinent information on a specific topic. In
fact, research is an art of science investigation.
MEANING OF RESEARCH
‘Research’ means a scientific and systematic search for pertinent information on a

specific topic. Research is a careful investigation or inquiry especially through search for
new facts in any branch of knowledge.
RESEARCH DESIGN
The study is descriptive in nature. Because it describes the opinion of the respondents
about the Employee attitude towards stress management.
UNIVERSE
The Employees Sri Vijayakumar Textiles Manufacturer survey as the universe of the
present study. There were totally 110employees selected in the study.
SAMPLING METHOD
Simple random sampling technique was adopted for the present study.
SAMPLING SIZE
Sample of 100 people were taken for the study, and data were collected from them.
METHOD OF DATA COLLECTION
The data for this study are of two types: -
 Primary data
 Secondary data
PRIMARY DATA
Primary data is the data is collected from the respondent for the first time, it is
original in nature. For the purpose of collection of primary data, a well structured
questionnaire was framed and filled by the respondents. The questionnaire comprises of close
ended as well as open ended questions. In close ended questions, checklist questions and
multiple choice questions are used.
SECONDARY DATA
Secondary data are collected from books, magazines, web sites etc, and both open
ended & close-ended questions are incorporated in the questionnaire for the collection of
data.
STATISTICAL TOOLS
 Simple Percentage analysis
 Chi-Square Test
 Anova
SIMPLE PERCENTAGE ANALYSIS
Percentage refers to a special kind of ratio in making comparison between two or more
data and to describe relationships. Percentage can also be used to compare the relative terms
in the distribution of two or more sources of data.
Percentage of respondents = Number of Respondents
------------------------------------- x 100
Number of respondents
CHI-SQUARE ANALYSIS
The chi square test is an important test among the several tests of signification developed
by satisfaction. Chi-square, symbolically written x2 is a statistical measure used in the
contexts of sampling analysis for comparing a variance to a theoretical variance. It can also
be used to make comparison between theoretical population and actual data when categories
as used.
By comparing a calculated value with the table value of x 2 for degrees of freedom at given
level of siginificance.We may either accept or reject the null hypothesis .Lf the calculate
value of x2 is less than the value, the null hypothesis is accepted ,but if the calculate value is
equal or greater tan table, value the hypothesis is rejected.
The formula applied for Chi-square
(Oi−Ei) 2
2
x =¿ ∑ Ei
Oi = Observed Frequency
Ei = Expected frequency
ANOVA
A statistical analysis tool that separates the total variability found within a data set
into two components: random and systematic factors. The random factors do not have any
statistical influence on the given data set, while the systematic factors do. The ANOVA test is
used to determine the impact independent variables have on the dependent variable in a
regression analysis.
CHAPTECR IV
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
GENDER
Gender No of respondents Percentage
Male 61 55
Female 49 45
Total 110 100
From the table 4.2 shows that out of 110 respondents taken for the study, 55 of the
respondents are male and remaining 45 of the respondents are female.
It is concluded that the majority, 55 of the respondents are male.
CHART 4.1
GENDER
60
55
50
45
40
Percentage
30
20
10
0
Male Female
Gender
TABLE 4.2
MARTIAL STATUS
Marital Status No of respondents Percentage
Married 66 60
Un married 44 40
Total 110 100
respondents are married and remaining 40 of the respondents are unmarried.
It is concluded that the majority 60 of the respondents are married
CHART 4.2
MARTIAL STATUS
70
60
60
50
40
40
Percentage
30
20
10
0
Married Un married
Martial Status
TABLE 4.3
EDUCATIONAL QUALIFICATION
Educational Qualification No of respondents Percentage
SSLC 27 25
HSC 51 46
U.G .Degree/Diploma/ITI 32 29
Others 0 0
Total 110 100
From the table 4.4 shows out of 120 respondents taken for the study, 25 of the
respondents are Educational Qualification SSLC, 46 of the respondents are Educational
Qualification HSC, 29 of the respondents are Educational Qualification U.G
.Degree/Diploma/ITI and remaining None of the respondents are others.
It is concluded that the majority 46 of the respondents are Educational Qualification

HSC
CHART 4.3
EDUCATIONAL QUALIFICATION
50 46
45
40
35
30 29
25
Percentage
25
20
15
10
5
0
0
SSLC HSC U.G .Degree/ Others
Diploma/ITI
Educational Qualification
TABLE 4.4
WORKING EXPERIENCE
Working Experience No of respondents Percentage
1-5 Years 31 28
6-10 Years 38 35
11-15 Years 41 37
Above 15 Years 0 0
Total 110 100
From the table infer that 28 of the respondents were working experience for 1-5
years, 35 of the respondents were working experience for 6-10 years and 37 of the
respondents were working experience for 11-15 years remaining none of the respondents
were working experience for Above 15 years.
Most 37 of the respondents were working experience for 11-15
CHART 4.4
WORKING EXPERIENCE
40 37
35
35
30 28
25
Percentage
20
15
10
5
0
0
1-5 Years 6-10 Years 11-15 Years Above 15 Years
Experience
TABLE 4.5
MONTHLY INCOME
Monthly Income No of respondents Percentage
Rs 5001-10,000 14 13
Rs.10001-15000 44 40
Rs.15001-20000 52 47
Rs.25000 0 0
Total 110 100
respondents income is Rs.5001 – 10,000, 40 of the respondents another income is between
Rs.10001 to Rs.15000 and 47 of the respondents monthly income is between Rs.15,001 –
20000 and remaining none of the respondents monthly income is above Rs.25, 000 .
It is concluded that the majority 47 of the respondents monthly income is between

Rs.15,001 – 20000
CHART 4.5
MONTHLY INCOME
50 47
45
40
40
35
30
Percentage
25
20
15 13
10
5
0
0
Rs 5001-10,000 Rs.10001-15000 Rs.15001-20000 Rs.25000
Monthly Income
TABLE 4.6
OPINION ABOUT THE ORGANISATION
Opinion About The

No of respondents Percentage
Organisation
Excellent 13 12
Above average 56 51
Average 41 37
Below average 0 0
Total 110 100
From the table 4.5 shows that out of 110 respondents taken for the study 12 of the are
excellent level about the organisation, 51 of the respondents are above average level of the
organisation and remaining 41 of the respondents are average level in the organisation.
Maximum 51 of the respondents are above average level of the organisation.
CHART 4.6
OPINION ABOUT THE ORGANISATION
60
51
50
40 37
Percentage
30
20
12
10
0
0
Excellent Above average Average Below average
How to you feel about your organisation
TABLE 4.7
INTICATE THE NATURE OF WORK
Indicate the nature of

No of respondents Percentage
work
Challenging 43 39
Interesting 35 32
Normal 32 29
Poor 0 0
Total 110 100
From the above table seen that 39 of the respondents are challenging work in the
organisation, 32 of the respondents are interesting work in the organisation and remaining 29
of the respondents are normal work in the organisation.
Maximum 39 of the respondents are challenging work in the organisation.
CHART 4.7
INTICATE THE NATURE OF WORK
45
40 39
35 32
30 29
Percentage
25
20
15
10
5
0
0
Challenging Interesting Normal Poor
Inticate the nature of your work
TABLE 4.8
AREA OF RESIDENCE
Area of residence No of respondents Percentage
Rural 48 44
Urban 62 56
Total 110 100
Table 4.9 shows that out of 110 respondents 44 of the respondents belongs to rural
area and 56 of the respondents belongs to urban area
Majority 56 of the respondents belongs to urban area
CHART 4.8
AREA OF RESIDENCE
60 56
50
44
40
Percentage
30
20
10
0
Rural Urban
Area of residence
TABLE 4.9
EMPLOYEE ATTITUDE TOWARDS STRESS MANAGEMENT
S.N Strongly Disagre Strongly

Employee Attitude Agree Neutral
O agree e disagree
Not assigned a suitable

1. 15 (14) 22(20) 40(36) 29(26) 4(4)
work in the industry
Methods of performance
2. 0(0) 5(4) 20(18) 81(74 ) 4(4)
appraisal is not fair
Feeling of not fully
3. 5(5) 63(56) 38(35) 4(4) 0(0)
qualified my job
Feeling of being disliked
4. and not accepted by 28(25) 38(35) 40(36) 4(4) 0(0)
people at work
More number of
5. 0( 0 ) 50(45) 26 (24) 22(20) 12(11)
workloads in work place
Some workers not doing
6. 31(28) 25(23) 37(34) 17(15) 0(0)
their jobs
7 Delay in salary 0(0) 0(0) 0(0) 35(32) 75(68)
Expectation on me is
8. 25(23) 8(7) 43(40) 34(30) 0(0)
high
I feel irritated, nervous,
9. angry while performing 0(0) 16(14) 38(35) 56(51) 0(0)
my duties
I have recurring health

10. 0(0) 19(17) 31( 28 ) 48(44) 12(11)
problem
I am not doing my job in
11 35(32) 27(24) 13(13) 30(27) 5(5)
the best way
High pressure on my
12. 33(30) 23(21) 37(33) 17(16) 0(0)
shoulder
I feel dissatisfied with

13. 8(7) 34(31) 12(11) 43(39) 13(12)
my job
I am avoiding
14. conversation with 19(17) 0(0) 4(4) 43(39) 44(40)
colleagues
My workplace
15 environment is not very 0(0) 0(0) 0(0) 42(38) 68(62)
pleasant or safe
I am automatically
16 expressing negative 0(0) 9(8) 56(51) 45(41) 0(0)
attitude
I often think of my work
17 5(4) 75(69) 12( 11 ) 18(16) 0(0)
even when i am at home
I am satisfied wit my pay
18. in relation to extend of 15(14) 16(15) 66(60) 13(11) 0(0)
work i perform
There are very low
19. chances of promotion on 57(52) 27(25) 26(23) 0(0) 0(0)
my job
My superior is capable
20 and efficient in 55(50) 20(18) 35(32) 0(0) 0(0)
performing her job
I feel that mu work is not
21 0(0) 30(27) 70(64) 10(9) 0 (0)
appreciated enough
I have to work harder due
22 to the incompetence of 19(17) 55(50) 23(21) 13(12) 0(0)
my co-workers
Satisfied with working
23 62(56) 38(35) 10(9) 0(0) 0(0)
hours
Sometimes i have feeling

24 that my job is 0(0) 29(26) 55( 50) 26(24) 0(0)
meaningless
I am not happy with the

25 0(0) 0(0) 67( 61 ) 43(39) 0 (0)
benefits i received
Do you suffer from any

26 13(12) 17(15) 19(17 ) 45(41) 16 15)
stress related disease
Do you have trouble
27 0(0) 39(35) 46(42) 21(19) 4(4)
falling asleep
Do you spend time for
28 40(37) 22(20) 30(27) 18(16) 0(0)
exercise
Do you have pain in
29 5(4) 18(16) 37(34) 48(44) 2(2)
wrist
I am satisfied with the
30 chance of increase in 31(28) 60(55) 19(17) 0(0) 0(0)
salary
Promotion time frame is
31 at par with other similar 56(51) 32(29) 22(20) 0(0) 0(0)
company
I feel that my department
32 superior does not treat 0(0) 19(17) 34(31) 38(35) 19(17)
me fairly
I receive recognition for
33 33(30) 47(43) 22(20) 8(7) 0(0)
performing my job well
This industry has few
34 4(4) 34(30) 44(40) 28(25) 0(0)
rewards for its workers
My job give me a sense
35 of pride and 44(40) 52(47) 11(10) 3(3) 0(0)
accomplishment
36 I enjoy and am 51(46) 29(26) 22(20) 4(4) 4(4)
comfortable in the
company colleagues
4.9.1 Not assigned a suitable work in the industry
15(14%) of the respondents are strongly agree with Not assigned a suitable work in
the industry, 22(20%) of the respondents are agree with Not assigned a suitable work in the
industry, 40(36%) of the respondents are neutral with Not assigned a suitable work in the
industry and 29(26%)of the respondents are Disagree with Not assigned a suitable work in
the industry remaining 4(4%) of the respondents are neutral with Not assigned a suitable
work in the industry.
4.9.2 Methods of performance appraisal is not fair
4(4%) of the respondents are strongly agree with Methods of performance appraisal is
not fair, 5(4%) of the respondents are agree with Methods of performance appraisal is not fair
and 20(18%) of the respondents are neutral with Methods of performance appraisal is not fair
remaining 81(74%) %) of the respondents are disagree with Methods of performance
4.9.3 Feeling of not fully qualified their job
5(5%) of the respondents are strongly agree with Feeling of not fully qualified their
job,63(56%) of the respondents are agree with Feeling of not fully qualified their job and
38(35%) of the respondents are neutral with Feeling of not fully qualified their job
remaining, 4(4%) of the respondents are disagree with Feeling of not fully qualified their job.
4.9.4 Feeling of being disliked and not accepted by people at work
28(25%) of the respondents strongly agree with the statement, I feel disliked and not
accepted by people at work, 38(35%) of the respondents agree with the statement, I feel
disliked and not accepted by people at work,40(36%) of the respondents neutral with the
statement, I feel disliked and not accepted by people at work, remaining 4(4%) of the
respondents disagree with the statement, I feel disliked and not accepted by people at work
4.9.5 More number of workloads in work place
12(11%) of the respondents strongly agree with more number of workloads in work
place,50(45%) of the respondents agree with more number of workloads in work place,
26(24%) of the respondents neutral with more number of workloads in work place, remaining
22(20%) of the respondents disagree with more number of workloads in work place,.
4.9.6 Some workers not doing their jobs
31(28%) of the respondents are strongly agree with some workers not doing their
jobs,25(23%) of the respondents are agree with some workers not doing their jobs, 37(34%)
of the respondents are neutral with some workers not doing their jobs, remaining 17(15%) of
the respondents are disagree with some workers not doing their jobs
4.9.7 Delay in salary
35(32%) of the respondents are neutral with Delay in salary remaining 75(68%) of the
respondents are disagree with Delay in salary,
4.9.8 Expectation on me is high
25(23%) of the respondents are strongly agree with Expectation is high, 8(7%)of the
respondents are agree with Expectation is high, 43(40%)of the respondents are neutral with
Expectation is high, remaining 34(30%)of the respondents are agree with Expectation is high,
4 .9.9 I feel irritated, nervous, and angry while performing my duties
16(14%) of the respondents are agree with feel irritated, nervous, angry while
performing my duties,38(35%) of the respondents are neutral with feel irritated, nervous,
angry while performing my duties, remaining 56(51%) of the respondents are disagree with
feel irritated, nervous, angry while performing my duties.
4.9.10 I have recurring health problem
19(17%) of the respondents are agree that they have recurring health problem,
31(28%) of the respondents are neutral hat they have recurring health problem, 48(44%) of
the respondents are disagree that they have recurring health problem, remaining 12(11%) of
the respondents are strongly disagree that they have recurring health problem,
4.9.11 I am not doing my job in the best way
35(32) of the respondents are strongly agree that I don’t do my job well, 27(24%) of
the respondents are agree that I don’t do my job well, 13(13%) of the respondents are neutral
that I don’t do my job well,30(27%) of the respondents are disagree that I don’t do my job
well, remaining 5(5%) of the respondents are strongly disagree that I don’t do my job well
4.9.12 High pressure on my shoulder
33(30%) of the respondents are strongly agree that there is a high pressure on my
shoulder, 23(21%)of the respondents are agree that there is a high pressure on my
shoulder,37(33%) of the respondents are neutral that there is a high pressure on my shoulder,
remaining 17(16%)of the respondents are strongly agree that there is a high pressure on my
shoulder
4.9.13 I feel dissatisfied with my job
8(7%) of the respondents are strongly agree I feel dissatisfied with my job, 34(31%)of
the respondents are agree I feel dissatisfied with my job,12(11%) of the respondents are
neutral I feel dissatisfied with my job, 43(39%)of the respondents are disagree I feel
dissatisfied with my job, remaining 13(12%)of the respondents are strongly disagree I feel
dissatisfied with my job
4.9.14 I am avoiding conversation with colleagues
19(17%) of the respondents are strongly agree with avoiding conversation with
colleagues,4(4%) of the respondents are neutral with avoiding conversation with colleagues,
43(39%)of the respondents are disagree with avoiding conversation with colleagues,44(40%)
of the respondents are strongly disagree with avoiding conversation with colleagues
4.9.15 My workplace environment is not very pleasant or safe
42(38%) of the respondents are agree with workplace environment is not very
pleasant or safe and 68(62%) of the respondents are neutral with workplace environment is
not very pleasant or safe.
4.9.16 I am automatically expressing negative attitude
9(8%) of the respondents are strongly agree with automatically expressing negative
attitude and 56(51%) of the respondents are agree with automatically expressing negative
attitude remaining 45(41%) of the respondents are neutral with automatically expressing
negative attitude.
4.9.17 I often think of my work even when i am at home
5(4%) of the respondents are strongly agree with thinking of their work at home,
75(69%) of the respondents are agree with thinking of their work at home,12(11%) of the
respondents are neutral with thinking of their work at home, remaining 18(16%) of the
respondents are disagree with thinking of their work at home
4.9.18 I am satisfied with my pay in relation to extend of work i perform
15(14%) of the respondents are strongly agree with pay in relation to extend of work
perform, 16(15%) of the respondents are agree with pay in relation to extend of work
perform,66(60%) of the respondents are neutral with pay in relation to extend of work
perform remaining 13(11%) of the respondents are disagree with pay in relation to extend of
work perform.
4.9.19 There is very low chances of promotion on my job
57(52%) of the respondents are strongly agree with very low chances of promotion on
job, 15(14%) of the respondents are strongly agree with very low chances of promotion on
job and 27(25%) of the respondents are agree with very low chances of promotion on job
remaining 26(23%) of the respondents are neutral with very low chances of promotion on job
4.9.20 My superior is capable and efficient in performing her job
55(50%) of the respondents are strongly agree with superior is capable and efficient in
performing their job,20(18%) of the respondents are agree with superior is capable and
efficient in performing their job and 35(32%) of the respondents are neutral with superior is
capable and efficient in performing their job.
4.9.2 1 I feel that my work is not appreciated enough
30(27%) of the respondents are agree with feel that mu work is not appreciated
enough and 70(64%) of the respondents are neutral with feel that mu work is not appreciated
enough, remaining 10(9%) of the respondents are agree with feel that mu work is not
appreciated enough.
4.9.22 I have to work harder due to the incompetence of my co-workers
19(17%) of the respondents are strongly agree with work harder due to the
incompetence of my co-workers,55(50%) of the respondents are agree with work harder due
to the incompetence of my co-workers,23(21%) of the respondents are neutral with work
harder due to the incompetence of my co-workers, remaining 13(12%) of the respondents are
disagree with work harder due to the incompetence of my co-workers
4.9.23 Satisfied with working hours
62(56%) of the respondents are strongly agree with Satisfied in working

hours,38(35%) of the respondents are agree with Satisfied in working hours ,remaining
10(9%) of the respondents are neutral with Satisfied in working hours
4.9.24 Sometimes i have feeling that my job is meaningless
29(26%) of the respondents are agree with Sometimes have feeling that job is
meaningless, 55(50%) of the respondents are netural with Sometimes have feeling that job is
meaningless and 26(24%) of the respondents are disagree with Sometimes have feeling that
job is meaningles
4.9.25 I am not happy with the benefits i received
67(61%) of the respondents are neutral with the happy benefits received and 43(39%)
of the respondents are disagree with the happy benefits received.
4.9.26 Do you suffer from any stress related disease
13(12%) of the respondents are strongly agree that they suffer from any stress related
disease, 17(15%) of the respondents are agree that they suffer from any stress related disease,
19(17%) of the respondents are neutral that they suffer from any stress related disease,
45(41%) of the respondents are disagree that they suffer from any stress related disease and
16(15%) of the respondents are strongly disagree that they suffer from any stress related
disease.
4.9.27 Do you have trouble falling asleep
39(35%) of the respondents are agree that they have trouble falling asleep, 46(42%) of
the respondents are neutral that they have trouble falling asleep, 21(19%) of the respondents
are disagree that they have trouble falling asleep and 4(4%) of the respondents are strongly
disagree that they have trouble falling asleep.
4.9.28 Do you spend time for exercise
40(37%) of the respondents are strongly agree with spend time for exercise, 22(20%)
of the respondents are agree with spend time for exercise, 30(27%) of the respondents are
neutral with spend time for exercise and 18(16%) of the respondents are disagree with spend
time for exercise.
4.9.29 Do you have pain in wrist
5(4%) of the respondents are strongly agree with have pain in wrist,18(16%) of the
respondents are agree with have pain in wrist,37(34%) of the respondents are neutral with
have pain in wrist, 48(44%) of the respondents are disagree with have pain in wrist and
2(2%) of the respondents are strongly disagree with have pain in wrist
4.9.30 I am satisfied with the chance of increase in salary
31(28%) of the respondents are strongly agree with have chance of increase in
salary,60(55%) of the respondents are agree with have chance of increase in salary ,19(17%)
of the respondents are neutral with have chance of increase in salary.
4.9.31 Promotion time frame is at par with other similar company
56(51%) of the respondents are strongly agree with Promotion time frame is at par with
other similar company, 32(29%) of the respondents are agree with Promotion time frame is at
par with other similar company, 22(20%) of the respondents are neutral with Promotion time
frame is at par with other similar company .
4.9.32 I feel that my department superior does not treat me fairly
19(17%) of the respondents are agree with that superior does not treat me
fairly,34(31%)of the respondents are neutral with that superior does not treat me fairly
remaining ,38(35%) of the respondents are disagree with that superior does not treat me fairly
and 19(17%) are strongly disagree with that superior does not treat me fairly
4.9.33 I receive recognition for performing my job well
33(30%) of the respondents are strongly agree with performing my job well,47(43%)
of the respondents are agree with performing my job well, 22(20%) of the respondents are
neutral with performing my job well and 8(7%) of the respondents are disagree with
sperforming my job well.
4.9.34 This industry has few rewards for its workers
4(4%) of the respondents are strongly agree with rewards for its workers ,34(30%) of
the respondents are agree with rewards for its workers, 44(40%) of the respondents are
neutral with rewards for its workers, 28(25%)of the respondents are disagree with rewards for
its workers.
4.9.35 My job give me a sense of pride and accomplishment
44(40%) of the respondents strongly agree with the job give me a sense of pride and
accomplishment, 52(47%) of the respondents agree with the job give me a sense of pride and
accomplishment,11(10%)of the respondents neutral with the job give me a sense of pride and
accomplishment, remaining 3(3%) of the respondents disagree with the job give me a sense
of pride and accomplishment.
4.9.36 I enjoy and am comfortable in the company colleagues
51(46%) of the respondents are strongly agree that am comfortable in the company
colleagues,29(26%) of the respondents are agree that am comfortable in the company
colleagues, 22(20%) of the respondents are neutral that t am comfortable in the company
colleagues, 4(4%)of the respondents are disagree that am comfortable in the company
colleagues and 4(4%)of the respondents are strongly disagree that am comfortable in the
company colleagues.
4.2 CHI-SQUARE TEST
Table 4.2.1
Gender between Delay in Salary
Delay in salary
Total
Disagree Strongly disagree
Male 22 39 61
Gender
female 13 36 49
Total 35 75 110
Factor Calculated χ 2 value Table value D.F Significant Level
Gender 1.139 3.84 1 5%
CHI-SQUARE TEST (χ2)
In order to find a relationship between the gender of respondents and delay in salary
regarding the employee attitude towards stress management, chi-square test was used and the
result of the test is given below.
Null Hypothesis (H0):
There is no significant relationship between the gender of respondents and delay in
salary of the employee attitude towards stress management.
Alternative Hypothesis (Ha):
There is close relationship between the gender of respondents and delay in salary of
the employee attitude towards stress management.
Table 4.2.2 shows that the calculated chi-square value (1.139) is less than the table
value (3.84). Hence the null hypothesis is accepted. So in may be concluded that there is no
significant relationship between the gender of respondents and delay in salary of the
employee attitude towards stress management.
Table 4.2.2
Experience between Workloads
Workloads
Strongly Total
Agree Neutral Disagree
disagree
1-5 Years 18 9 0 4 31
Experience 6-10 Years 18 4 9 8 39
11-15 Years 14 13 13 0 40
Total 50 26 22 12 110
Experience 23.99 12.6 6 5%
In order to find a relationship between the experience of respondents and workloads

regarding the employee attitude towards stress management, chi-square test was used and the
result of the test is given below.
There is no significant relationship between the experience of respondents and
workloads of employee attitude towards stress management.
There is close relationship between the experience of respondents and workloads of

significant relationship between the experience of respondents and workloads of employee
attitude towards stress management.
Table 4.2.3
Educational between Promotion my Job
Promotion my job
Total
Strongly agree Agree Neutral
SSLC 13 5 9 27
Educational HSC 17 22 12 51
U.G .Degree/Diploma/ITI 27 0 5 32
Total 57 27 26 110
Educational 27.36 9.49 4 5%
In order to find a relationship between the educational of respondents and promotion

my job regarding the employee attitude towards stress management, chi-square test was used
and the result of the test is given below.
There is no significant relationship between the educational of respondents and
promotion my job of employee attitude towards stress management.
There is close relationship between the educational of respondents and promotion my

job of employee attitude towards stress management.
significant relationship between the educational of respondents and promotion my job of
4.3 ANOVA
TABLE 4.3.1
INCOME AND BENEFITS RECEIVED
Benefits Received
Mean 95% Confidence Interval
Std.
(I) income (J) income Difference Sig. Lower Upper
Error
(I-J) Bound Bound
Rs.10001-
.347 .148 .054 .00 .70
Rs 5001- 15000
10,000 Rs.15001-
.239 .145 .231 -.11 .58
20000
Rs 5001-
-.347 .148 .054 -.70 .00
Rs.10001- 10,000
15000 Rs.15001-
-.108 .099 .518 -.34 .13
20000
Rs 5001-
-.239 .145 .231 -.58 .11
Rs.15001- 10,000
20000 Rs.10001-
.108 .099 .518 -.13 .34
15000
ANOVA
Benefits Received
Sum of Squares df Mean Square F Sig.
Between Groups 1.298 2 .649 2.790 .066
Within Groups 24.893 107 .233
Total 26.191 109
This ANOVA table indicates that there is a significant difference between the groups
being compared. The sum of squares (SS) represents the total variation in the data, and the
degree of freedom (df) represents the number of groups being compared. The mean square
(MS) is obtained by dividing the sum of squares by the degrees of freedom.
The F-value is a ratio of the between-group variability to the within-group variability.

In this case, the F-value is 2.790 which is quite large, indicating that the between-group
variability is much larger than the within-group variability.
The p-value or "Sig" is less than .001 (p < .001), which is considered statistically
significant. This indicates that the observed difference between the groups is unlikely to have
occurred by chance.
Therefore, we can conclude that there is a statistically significant difference between

the groups being compared, and further analysis (such as post-hoc tests) may be needed to
determine which groups are different from each other.
TABLE 4.3.2
EXPERIENCE AND PROMOTION IN MY JOB
Promotion My Job
Mean 95% Confidence Interval
(I) (J)
Difference (I- Std. Error Sig.
experience experience Lower Bound Upper Bound
J)
6-10 Years -.376 .195 .136 -.84 .09
1-5 Years
11-15 Years -.456 .194 .053 -.92 .01
1-5 Years .376 .195 .136 -.09 .84
6-10 Years
11-15 Years -.080 .182 .899 -.51 .35
1-5 Years .456 .194 .053 .00 .92
11-15 Years
6-10 Years .080 .182 .899 -.35 .51
ANOVA
Promotion My Job
Sum of Squares df Mean Square F Sig.

Between Groups 3.981 2 1.991 3.031 .052
Within Groups 70.282 107 .657
Total 74.264 109
This ANOVA table indicates that there is a significant difference between the groups
being compared. The sum of squares (SS) represents the total variation in the data, and the
degree of freedom (df) represents the number of groups being compared. The mean square
(MS) is obtained by dividing the sum of squares by the degrees of freedom.
The F-value is a ratio of the between-group variability to the within-group variability.

In this case, the F-value is 3.031 which is quite large, indicating that the between-group
variability is much larger than the within-group variability.
The p-value or "Sig" is less than .001 (p < .001), which is considered statistically
significant. This indicates that the observed difference between the groups is unlikely to have
occurred by chance.
Therefore, we can conclude that there is a statistically significant difference between

the groups being compared, and further analysis (such as post-hoc tests) may be needed to
determine which groups are different from each other.
CHAPTER V
FINDINGS, SUGGESTION AND CONCLUSION
5.1 FINDINGS
 It is concluded that the majority, 55 of the respondents are male.

 It is concluded that the majority 60 of the respondents are married
 It is concluded that the majority 46 of the respondents are Educational Qualification
HSC
 Most 37 of the respondents were working experience for 11-15
 It is concluded that the majority 47 of the respondents monthly income is between
Rs.15,001 – 20000
 Maximum 51 of the respondents are above average level of the organisation.
 Maximum 39 of the respondents are challenging work in the organisation.
 Majority 56 of the respondents belongs to urban area
 Majority 40(36%) of the respondents are neutral with Not assigned a suitable work in
the industry
 Majority 81(74%) %) of the respondents are disagree with Methods of performance
 Majority 63(56%) of the respondents are agree with Feeling of not fully qualified
their job
 Majority 40(36%) of the respondents neutral with the statement
 Majority 50(45%) of the respondents agree with more number of workloads in work
place
 Majority 37(34%) of the respondents are neutral with some workers not doing their
jobs
 Majority 75(68%) of the respondents are disagree with Delay in salary
 Majority 43(40%)of the respondents are neutral with Expectation is high
 Majority 56(51%) of the respondents are disagree with feel irritated, nervous, angry
while performing my duties.
 Majority 48(44%) of the respondents are disagree that they have recurring health
problem
 Majority 48(44%) of the respondents are disagree that they have recurring health
problem
 Majority 35(32) of the respondents are strongly agree that I don’t do my job well
 Majority 37(33%) of the respondents are neutral that there is a high pressure on my
shoulder,
 Majority 43(39%)of the respondents are disagree I feel dissatisfied with my job
 Majority 44(40%) of the respondents are strongly disagree with avoiding conversation
with colleagues
 Majority 68(62%) of the respondents are neutral with workplace environment is not
very pleasant or safe
 Majority 56(51%) of the respondents are agree with automatically expressing negative
attitude
 Majority 75(69%) of the respondents are agree with thinking of their work at home
 Majority 66(60%) of the respondents are neutral with pay in relation to extend of
work perform
 Majority 57(52%) of the respondents are strongly agree with very low chances of
promotion on job,
 Majority 55(50%) of the respondents are strongly agree with superior is capable and
efficient in performing their job
 Majority 70(64%) of the respondents are neutral with feel that mu work is not
appreciated enough
 Majority 55(50%) of the respondents are agree with work harder due to the
incompetence of my co-workers
 Majority 62(56%) of the respondents are strongly agree with Satisfied in working
hours
 Majority 55(50%) of the respondents are neutral with Sometimes have feeling that job
is meaningless
 Majority 67(61%) of the respondents are neutral with the happy benefits received
 Majority 45(41%) of the respondents are disagree that they suffer from any stress
related disease
 Majority 46(42%) of the respondents are neutral that they have trouble falling asleep
 Majority 40(37%) of the respondents are strongly agree with spend time for exercise
 Majority 48(44%) of the respondents are disagree with have pain in wrist
 Hence the null hypothesis is accepted. So in may be concluded that there is no
significant relationship between the gender of respondents and delay in salary of the
significant relationship between the experience of respondents and workloads of
significant relationship between the educational of respondents and promotion my job
of employee attitude towards stress management.
 Therefore, we can conclude that there is a statistically significant difference between
the groups being compared, and further analysis (such as post-hoc tests) may be
needed to determine which groups are different from each other.
5.2 SUGGESTION
Stress management programmes, both individual focused and organizational focused
may be conducted. The individual focused strategies like relaxation techniques, biofeedback,
meditation, exercise can be undertaken. The organizational focused strategies like adapting
organization structure, selection and placement, training, altering physical and
environmental job characteristics, job rotation and emphasizing health concerns can done to
minimize stress.
5.3 CONCLUSION
Stress in the work place has become the black plague of the present century. The
performance of the employee is the most important factor as far as the success of the banking
industry. This in turn is dependent on the well-being of the employees. Stress can make an
individual, productive, constructive and well managed Positive attitude and meditation will
be helpful for coping the stress. There are various ways for managing stress, such as
Breathing exercises, Progressive relaxation, Stretching exercise, Walking and Sleeping.
Hence, it will be successful if it makes distress. It enhance the psychological well-being and
health of the employees,

Priya Report

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Priya Report

Uploaded by

Copyright:

Available Formats

CHAPTER I

INTRODUCTION AND DESIGN OF THE STUDY

Implicit and explicit attitudes:

There is also considerable research on implicit attitudes, which are generally

Employees’ attitude towards training:

It is imperative to know the attitude of employees towards training. If an employee

FIVE ATTITUDES THAT ARE IMPORTANT IN WORKPLACES

A committed attitude is a valued one in the workplace. Small businesses need

 Attitudes affect behavior of an individual by putting him ready to respond

METHODS OF ATTITUDE CHANGE

 Communication of additional information.

VALUES AND ATTITUDES

VALUES AND BEHAVIOUR

 Values influence an individual perception about the problems defaces and

EMPLOYEES’ ATTITUDES TOWARDS THE ORGANIZATION

Cognitive Component of an Attitude:

The third job attitude is organizational commitment, which is defined as a state in

Attitudes and Consistency

Cognitive Dissonance Theory

Attitude and Workforce Diversity

Managers are increasingly concerned with changing employee attitude to reflect

It provides direct employment to the many people. It also provides indirect

1.2.1 HISTORY OF THE COMPANY

Name : Sri Vijayakumar Textiles

Address : Senjeri Road,Pethappampatti,Udumalkpet(Tk),Tiruppur

Contact person : N.Thirunavukarasu

Year of established : 1990

Status : Medium Scale Industry

Name of the activity : Manufacturing of Quality Yarn

No. Of workers : 160

Type of Worker : Temporary and permanent

Bank of capital : Indian Overseas Bank,Somanur.

Type of wages : Monthly

Auditor : C.A. Rajasekar

Integrated facilities : Mixing, Blow Room, Blow Room, Cone Winding

1.2.3 OBJECTIVES OF THE ORGANIZATION

there are many other objectives.

 To create an employment opportunities for the people.

 To supply good quality goods at low prizes.

 To satisfy the social wants.

 To rental services to the low-income group of people.

1.4 OBJECTIVES OF THE STUDY

• To identify reason for stress

• To measure intensity of stress

1.5 SCOPE OF THE STUDY

 Chapter I: Introduction and design of the study

A.Sharmila and J.Poornima (2012) in their study on “employee stress management

Nadeem Malik, (2011) the growing importance of interventional strategies is felt

‘Research’ means a scientific and systematic search for pertinent information on a

METHOD OF DATA COLLECTION

The data for this study are of two types: -

 Simple Percentage analysis

SIMPLE PERCENTAGE ANALYSIS

Percentage of respondents = Number of Respondents

The formula applied for Chi-square

DATA ANALYSIS AND INTERPRETATION

Gender No of respondents Percentage

Total 110 100

It is concluded that the majority, 55 of the respondents are male.

Marital Status No of respondents Percentage

Total 110 100

It is concluded that the majority 60 of the respondents are married

Educational Qualification No of respondents Percentage

Total 110 100