Stressss

Stress management in KERAFED
STRESS MANAGEMENT
Chapter -1
St. Johns College, Prakkanam 1
Introduction
St. Johns College, Prakkanam
INTRODUCTION
Long working hours, night shifts and a sedentary lifestyle make people employed at information technology companies prone to heart disease and diabetes, the report said. There have also been growing reports of mental depression and family discord in the industry. Infosys Technologies Ltd., Indias second-largest software exporter, has a !-hour hot line for employees suffering from depression to access psychiatrists. Infosys introduced a work-life balance plan after a !-year-old employee suffered a heart attack several years ago. Indias per capita health spending of "# is one of the lowest in the world and is a fraction of what the $nited %tates spends -- " ,&!', according to a (() *+, report. %everal recent studies have highlighted the links between work-related stress, violence at work, the abuse of drugs and alcohol and tobacco consumption. These studies tend to suggest that stress at work plays an important role in the development of negative individual and organi-ational factors and forms a common element linking working conditions, substance abuse and violent acts. %tressful work may contribute to the development of a desire among workers to reduce tension by drinking, using drugs and other harmful substances. Thus in my pro.ect work done at /012304 is focusing on the topic %tress management in /012304, how does stress affects employees of kerafed and how do they cope up with stressful conditions.
5ob stress can be defined as the harmful physical and emotional responses that occur when the re6uirements of the .ob do not match the capabilities, resources, or needs of the worker. 5ob stress can lead to poor health and even in.ury.7
8Stress at work, 9$nited %tates :ational Institute of ,ccupational %afety and +ealth, ;incinnati, <===.>
%tress is the reaction people have to excessive pressures or other types of demand placed on them.7
Managing stress at work: Discussion document, $nited /ingdom +ealth and %afety ;ommission, London, <===.
%tress is physical, mental and chemical reasons to circumstances that frighten, confuse, endanger or irritate. If the stress is controlled it works like a friend and strengthen to encounter many failures. %tress can be taken as negative value as well as positive value. consider, for example when you undergo annual performance review at work, you feel stress because you confront opportunity, constraints, and demands. 2 good performance review may lead to a promotion, greater responsibility, and high salary. ?ut a poor review may prevent from getting the promotion. 2n extremely poor review might then even result in being fired.
T e costs o! stress The stress is so widespread@ it has a very high cost for individuals, companies and organi-ations, and for society. 3or the individual, in addition to the devastating impact of the serious health impairments referred to above, the loss of capacity to cope with working and social situations can lead to less success at work, including loss of career opportunities and even employment. It can give rise to greater strain in family relationships and with friends. It may even ultimately result in depression, death or suicide. 3or the company or organi-ation, the costs of stress take many forms. These include absenteeism, higher medical costs and staff turnover, with the associated cost of recruiting and training new workers. It has also been shown in recent years that stress takes a heavy toll in terms of reduced productivity and efficiency. %tress is not necessarily dysfunctional. %ome people work well only under a little stress and find they are more productive as a deadline approaches. ,thers find that stress may result in a search that leads to a better .ob or to a career that makes more sense, given their aptitudes.
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<.<
SI#NI$IC%NC&
This study is focusing on the stress
management programmes followed in /012304. It gives a clear idea about the sources of stress in /012304 as well as stress management programmes in /012304 .This study will helps the organi-ation on how to improve existing stress management programmes, also it will put forward some valuable suggestion of employees on how to reduce stress and how management can do anything so that would satisfy employees which will in turn help the organi-ation to achieve its goals more effectively and efficiently. This study defines stress as relation of individuals to new or threatening factors in their work environment.
<.
O'(&CTI)&
<. To study sources of stress in /012304 . To analyses on the employees view point on existing stress
management programmes
A. To find out need for a stress management programmes !. To find possible measures to reduce stress at work &. To give an overview on how does stress affects badly the employee
and the organi-ation.
<.A
SCO+& O$ T,& STUD-
%tress will badly affects the employees both at work and in personal life. If stress is managed properly it will be beneficial to employee as well as the organi-ation in terms of production , employee satisfaction , increased productivity , Improved relationships both on and off the .ob, better teamwork and communication, Improved morale, retention of valued employees but if its not managed properly it will create bad impact on employees health, behaviour, and psychologically. ?ad on an employee means bad on organi-ation too. %tress can be a reason for employee turn over, absenteeism, low productivity. Thus stress affecting working of the entire organi-ation.
<.! .IMIT%TIONS O$ STUDa. Inference shown by personal discussion with officials may be real as their opinion is sub.ective due to personal bias. b. The study was conducted within a short period so its not possible to study all the aspects in detail. c. The time factor is a reason that respondents feel it an unnecessary inference in their study.
d. 1espondents may have hid some facts due to the fear of
management.
Chapter Profile
.< INDUSTRI%. +RO$I.&
;oconut is the most useful tree crop ever grown in the world. It is termed as horticultural crop, plantation crop, food crop and even as an oil seed. The crop assumes considerable significance in national economy in view of the scope for the several employment and income generation. In recent years India has attained top position in production of coconut, overtaking Indonesia, Bhilippines. The ma.or share of coconut production in the country is contributed by millions of small and marginal farmers. In India, coconut is regarded as one of the most commercially important crops. It is being extensively grown all along the coastal strips, as well as in favorable inland plains of southern peninsula, where the tropical climate favours the palm to grow and yield luxuriantly, apart from the southern states of /erala, /arnataka, Tamilnadu, 2ndhra Bradesh, *est ?engal, ,rissa, Coa, Bondicherry, 2ndaman and :icobar islands and Lakshadweep islands. The life and economic well being of a si-able population is closely linked with coconut palm. The other parts of the country the coconut palm and coconut are viewed with great reverences and sanctity. The coconut and its products are being used by one and all, all across the country, without, the barriers of boundary, language or religion. Bractically innumerable uses can be derived from the coconut palm. The tender coconuts, mature nuts, coir, frond, roots, trunks and various other parts find various uses in our day to day life, apart from a score of industrial uses. The oils and fats industry consist of
processors of vegetables, animal and marine products that convert these products into edible oils and fats usually sold as food products in their own right, or sold as ingredients for further processing into other food products. In India, the fats of animal origin are seldom used as cooking media@ the term vegetable oil is used as a synonym for edible oil. 0dible oil is a ma.or source of nutrition for the people and oil cakes, which are by products of the oil extraction process are important are important sources of animal nutrition.
Total oil seed produced during (()- ((# is estimated at .& million tonnes. The rise in oil seed production has been stimulated by increase in production of soybean and groundnut crops. India ranks highly among their oil seed production countries in the world with perhaps, the largest commercial variety of oil seeds. ,il seeds take their place, next only to food grains, as the second largest agricultural crop. The cultivation of oil seeds in India is spread over various states. In short, coconut lands would be more productive in terms of food security in new millennium.
/012304, the /erala /erakarshaka %ahakara 3ederation. /erafed is established in <='# with the goal of helping coconut growers all over /erala It was in <==A that the federation started commercial production In /012304 the only raw material re6uired is copra. /erala is rich in the raw material copra. /012304 comes out with coconut oil kera, a house hold name and purest, healthiest and tastiest of all working mediums
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. COM+%N- +RO$I.&
/012304, the /erala /erakarshaka %ahakara 3ederation Ltd :o. !A#( registered under the ;o-operative %ocieties 2ct, was formed by an apex body of the ;o-operative %ocieties involving the coconut farmers of /erala in <='# assisted by 0uropean 0conomic ;ommunity 900;D, :ational ;ooperative 4evelopment ;orporation 9:;4;D and the state government of /erala to protect the interests of growers. It was in <==A that the federation started commercial production. /012304 comes out with coconut oil kera, a house hold name and purest, healthiest and tastiest of all working mediums. 2lso /era with lower 3ree 3at 2cid content is the most ideal as hair oil. :ow one herbal product, /erakesh is also available in the market produced by /012304.
/erafed sees its state abode as in different regions for effectively and efficiently carrying out administrative of operational practices on a day - to day basis. /erafed has been bacon although, for ever # lakhs coconut farmers in the state, offering attractive support prices for coconut of copra during unfavorable table marked conditions, procuring copra under price support scheme on behalf of :2304. Covernment of India rendering value added services to enhance their earnings through increased productivity, by assisting them in production and procurement.
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2part from these, the 3ederation organi-es periodic extension activities to help farmers, like demonstration farms, training camps, exhibitions, seminars and publication and distribution of bulletins and literature on coconut farming 2t /erafed the availability is e6ually important of constantly strive in that duration. 2n endeavor which highlights like most extensive procurement channels, most modern processing facilities of a gigantic storage. ;apacity of <((( tonnes with stock points at prominent cities in /erala. 2lso /012304 reimburses the expenses for establishing copra driers, through the primary agricultural co-operative societies.
E0E?01% ,3 T+0 304012TI,: Covernment of /erala..............................................................................< :o. /erala %tate ;o-,perative ?ank Ltd.........................................................<:o. /erala %tate ;o-,perative 2gricultural 1ural 4evelopment ?ank Ltd...< :o. 4istrict ;o-,perative ?ank Ltd..............................................................= :os. Brimary ;o-,perative 2gricultural and 1ural 4evelopment ?ank Ltd & :os. Brimary 2gricultural ;o-,perative %ocieties..................................'=' :os. Earketing units.......................................................................................A :os. Total....................................................................................................=A' :os.
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2t present about &(F of milling copra produced in /erala is diverted for milling units in ?ombay, ;alcutta, and Tamil:adu. To overcome this inconvenience /012304 aims at &(F to )(F the total coconut or copra produced in the state which will be processed at its own processing units and marketed. This along with product diversified will enable /012304 to become the price setter of coconut and coconut products in the country. 2ll the activities on production enhancement, procurement and marketing of coconut or copra from producers are carried out through =(( selected primary agricultural co-operative societies, which farm the grass root level function areas of /012304. ;o-operative development societies form an integral part of the activities of the federation.
The head of /012304 is located at Thiruvananthapuram. /012304s coconut oil complex at karunagapally in kollam district is one of the biggest such unit in India, with a capacity of (( tonnes per day. /012304 has another plant at :adavannur, mainly for bottling , pouching and tinning of kera oil which is send from karunagapally plant , this is marketed in the northern district in /erala . /012304 has regional office at 0rnakulum and regional office at Eallappuram. /012304 is the single largest procurer of coconut or copra, produced in /erala. 2 massive daily effort undertaken at the door steps of the farmers and involving primary agricultural ;o-operative %ocieties, spread all over the %tate. This direct interaction eliminating middlemen results in the entire benefits being accrued to the farmers. 2nd only the very best of the raw material thus sourced goes into the making of 3&R%
St. Johns College, Prakkanam 13
$or e!!ecti4e !unctioning5 t e state stands di4ided into t ree regions t e6 are The %outhern region The :orthern region The ;entral region These regions consist of several revenue districts.
In each region there are A(( primary 2gricultural ;o-operative %ocieties, where the members of the federation undertaking all the activities at the farmers level. 0ach region has one processing plant with capacity of (( tonnes per day. The processing plan in the central region has one solvent extraction unit and vegetable oil refinery. Thus /erafed spread a colorful spectrum on the industrial map of India 3&R%$&D, technology defines .ust anything. The oil complex at /ollam houses %tate-of the art facilities for extraction, processing and packing of coconut oil under extremely hygienic conditions. 2fter all, it is the largest coconut oil mill in the sub - continent with a whopping installed capacity of (( TB4.
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,il generation is enhanced and the original aroma is ensured through an uni6ue pre-processing. ;oupled with a sophisticated two stage plate filter unit followed by micro filtering and, the aroma, flavour and clarity of /012 is intact and safe. /era is proud to be patroni-ed by millions as the tastiest of all cooking mediums and the most ideal hair oil. Truly the color of gold and the smell of yore, /era en.oys an undisputed plurality of the market share in /erala-a feat achieved by ultimate customer satisfaction. /era found itself a permanent place in the hearts of housewives, chefs and good cooking Indians.
DISTRI'UTION N&T7OR3S
'eing the fast moving consumer good that /era is, purity and affordability are genuine safeguards not to be overlooking, ?ut surely not the only ones. 2t /012304, we believe that availability is e6ually important and constantly strive in hat direction. 2n endeavor in which highlights like most extensive procurement channels most modern processing facilities and a gigantic storage capacity of <(( tonnes with stock points at prominent cities in /erala aid us a lot in ensuring that /eraGs availability year round is a reality. /erala %tate ;ivil %upplies ;orporation and ;onsumer 3ederation have taken up distribution of /era, in the public sector. Thus confirming /eraGs availability to people at large.
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2dditionally, in /erala itself, it has over &((( retail outlets selling /era. It is all these that makes /012304 and /era dictate the price of branded coconut oil and related products in the nation. MARKETING STRATEGY O KERA E! /012304 has it all-an aggressive marketing strategy, energetic sales team with an insight into the future, tremendous confidence gained from the past and reasonable ambitions for an unprecedented innings ahead. 2part from meeting the market needs in /erala, /era has made its presence felt in %tates like Eadhya Bradesh, Tamil :adu, 2ndhra Bradesh and /arnataka also. /era is currently part of the biggest retail network - ;%4, Einistry of 4efence. ,ilseed co-operatives like /arnataka ,il 3ederation 9/,3D, Tamil :adu ;o-operative ,il Crowers 3ederation 9T2:;,3D and ,il 3ederation of Eadhya Bradesh will all soon be complementing the already existing marketing and sales channels of /era, in their activities. kerfed has an aggressive marketing strategy and energetic sales team with an insight into the future to capture the highly competitive market . /012304 also exports its products to various countries .
1*
STRICT 8U%.IT- CONTRO. M&%SUR&S
Huality specifications of a global standard are adhered to by 3&R%$&D stringently at all stages of production. To the extend that only Crade I copra certified by the ?ureau of Indian %tandards 9?I%D is set aside for aside for processing . /erafedGs 6uality control laboratory meeting 2CE21/ parameters confirms the purity of /era. 3era, the branded oil from /erafed, apart from being delivered in bulk, also comes to you in si-es very convenient, vi-I <(( ml, (( ml, &(( ml bottles, half and one liter pouches, ' ml sachets, one liter pet bottle also available in & kg cans and <& kg tins.
)ISION To become the single largest procurement agency of copra and the biggest coconut products manufacturing company in India in & years.
MISSION To provide maximum benefits to the coconut farmers and to have high 6uality value added coconut products to the consumers, thereby earn good returns for the company.
1/
3&R%$&D9s O'(&CTI)&S
<. . A. !. &.
To reduce edible oil exports. To provide an impulse effect on internal production of coconut. To develop the agricultural potential of /erala state. To strengthen the co-operative movement in state. To secure the marketing of coconut and its by-products, thereby assuring economic prices to growers.
).
Thus to increase the income of = lakh farmers families and create employment in the industrial sector.
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.A +RODUCT +RO$I.& In /012304 the only raw material re6uired is copra. /erala is rich in the raw material copra. /erafed is established in <='# with the goal of helping coconut growers all over /erala. In the absence of ade6uate sunlight during monsoon month, smoke drying with mechanical dryers is resorted to copra made by smoke drying is often discolored since smoke comes into direct contact with copra. This problem is overcome with mechanical driers since copra is indirectly heated. /era is proud to be patroni-ed by millions as the tastiest, purest of all cooking mediums and is also considered as ideal hair oil. Truly the color of gold and smell of yore, kera en.oys an undisputed plurality of the market share in /erala- a feat achieved by ultimate customer satisfaction. /era has there by earned a permanent place in the hearts of house wifes, chefs and every food loving people. /012 brand of coconut oil is produced by /012304 from copra of the finest 6uality, directly procured from coconut growers in /erala - the land of coconuts. The copra thus procured is processed using the most modern technology. In the selection and processing of copra, /012304 employs strict 6uality control measures to ensure product superiority and purity. 2 uni6ue two stage filtering process is employed by /012304 to retain the original aroma and flavour of coconut oil for a longer period.
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/012 brand of coconut oil is known for its 6uality, purity, longer shelf life and reasonable price. Its 6uality is conformity with the grade specifications laid down by the ?ureau of Indian %tandards vide I%I&! <=)'. ;ertificate of 2uthori-ation to grade 7/0127 coconut oil under 2CE21/ has also been obtained. 7/0127 is available in +4B0 bottles of <(( ml, (( ml and &(( ml@ B0T bottles of <((( ml and polythene pouches of &(( ml and <((( ml. The raw materials used for these pickings are of virgin or food grade, approved by ;3T1I, Eysore or other Covernment approved agencies. %econdary packing is done using A or & ply corrugated cartons, as per specifications. ;opra is used 9<D edible 9 D Eilling purposes. 0dible is made only to a very united extent and it is named ?oda, 1a.pur etc. Trade under million copra is popular from of copra known in different market as dikpas, edilthapadi, pukarasi, thekkan etc. Huality of copra is determined based in moisture content and extent of inferior types of copra are generally 9<D mould affected 9 D immature or rubbery copra 9AD insect uncivil attacked copra 9!D 4iscolored copra. Cood 6uality copra is one which more than )(F moisture and the extend of inferior types not exceeding F by weight during 5anuary and 5une and !F by weight during 5uly to 4ecember. ;opra making result in better returns to grower as it is value added product. ;oconut oil is obtained by crushing of copra. Traditional exchange techni6ue was using country J;hukkas which in turn gave way to rotary mills. :ow a day the most efficient method of extraction through expeller units is widely seen. %olvent extraction units are used to extract the residual oil present in rotary and expeller crushed cakes.
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In India the yield of oil varies from &'F to )(F from chukkas, ) F to )AF from rotary mills and )AF to )&F from expellers. :ow days the coconut oil is extracted by using most modern technologies.
+RODUCT .IST
/erafeds different products are
/era popular /era gold /era kesh herbal oil
/era popular /era popular is also called /era brand coconut oil. It is used for cooking purpose and household uses. It is marketed inside India. It is packed in both bottles and pouches. /era coconut oil produced by /erafed is sold under the name K/eraL. /era gold /era gold is produced for exporting. It aims at Indians abroad. It has a very good market outside India. /era kesh herbal oil It is used as hair wash. %ome 2yurvedic medicines are used in it.
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,rgani-ation ;hart
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3or effective functioning, the sate stands divided into three regions. The southern region consists of the revenue districts N Thiruvananthapuram, /ollam, Bathanamthitta and 2lappu-ha. The :orthern region consist of Eallapuram, /o-hikode, *ayanad, /annur and /asargod districts and the ;entral region consist of /ottayam, idduki, 0rnakulum, Thrissur and Balakkad districts. A(( primary agricultural credit co-operative societies in each region are made members of the federation to undertake production procurement and marketing activities at the farmers level. 3or processing and product diversification, each region will have one processing plant with processing capacity of ((( tonnes of copra per day. The processing plant in the central region will have, beside a solvent extraction unit and a vegetable oil refinery. The two branches at Eumbai and /olkatta looks after the marketing aspects of the products outside the state. The total no. of staff in the federation is =(. 2part from this there is around <& daily wages staff and < ( casual workers 9unskilledD. There are also around <&( head load workers who depend on the loading and unloading works of /erafed factory for their livelihood. Though they are not the permanent staff still the company pays festival allowances during times of onam etc. Though in the master plan there is provision for factories in all three regions but still there is no factory at the central region and the plot allotted for the same is lying unutili-ed there. Likewise the northern region plant is not of the re6uired capacity as stated in master plan. %o there are some practical shortcomings in the organi-ational structure but the company is trying to amend it in a time bound manner.
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Com:onents o! 3&R%$&D :ro;ects 2gricultural %trengthening ;ooperative =(( %ocieties Brimary 9B2;%D 2gricultural with A,(((
members each on average 9 # lakh members D
0xtension in activities and supply of inputs. the coconut seed production
%trengthening programme
Training of B2;% staff %upply of testing and weighing e6uipment
,rgani-ing a ;ommodity CrowersG 3ederation at the %tate level
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Industrial
0stablishing re6uisite copra drying and storage facili ties at B2;% level@
0stablishing three processing plants, each with a capacity of (( tons per day 9TB4D of copra 9)(,((( tonnes copra per annum per plantD. 2 (( T.B.4. copra cake solvent extraction plant and a A( T.B.4. 9),((( tonnes per year crude coconut oilD vegetable oil refinery would also be set up.
Identifying product diversification possibilities vi-. desiccated coconut, activated carbon, coconut milk or cream, etc. and formulating programme having potential.
2*
.! D&+%RTM&NTS O$ T,& OR#%NI<%TION
1= %dministrati4e de:artment
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;hart :o.A In /012304, 2dministrative department is responsible for general administration as well as the personnel administration. 2dministration officer
2/
is the head of the department. The functions of the administrative department in /012304 areI <. The general administration as well as personnel functions.
. 2dministrative functions include attendance monitoring, recording and
controlling absenteeism etc.

A. ,ther functions like providing canteen service, employee state
insurance, provident fund, accidental benefits etc. 1ecruitment recruitments. 0mployees are recruited throughI <. The /erala %tate Bublic %ervice ;ommission. . ?y deputation from other departments. A. Through direct recruitment board. !. ,n contract basis. 1ecruitment, selection, placement, induction, training, promotion, retirement , time officer, security, leave, safety, wage and salary administration etc all comes under 2dministrative department. 7orking ours o! 3&R%$&D The production unit re6uires ! hours continues working. These ! hours are divided into A shifts. 0ach shift consists of ' hours. The working hours for office staff is from =.A( am to & pm with half hour break from < pm <.A( pm. is done through 0mployment exchange under direct
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2 $inance De:artment
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;hart :o.! 3inance department of kerafed, headed by manager. The main function of 3inance department is procurement and allocation of funds. The functions of finance department areI Eonitoring of operations like collection. Breparation of annual financial statements and reporting it to the management. 2ccount management N Brofit and Loss account, ?alance sheet, ;ash ?ook, Ledger etc.
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;ustody and safeguarding of assets, securities and variables. Eaintaining salary records, wages and advertisement. 2ccounting of receipts and payment, safeguarding of cash balance payment. Cetting the accounts audited Eaintenance of inflow and outflow of cash. Eaintenance of accounts. 1ecording transactions. ;losing the accounts periodically. Eanagement of funds. 3= +roduction de:artment Broduction department undertakes the process of transformation of copra into oil and cakes. 2 series of processing is used to convert copra into oil. /012304 has two production plants. ,ne is at /arunagapally 9 (( tonnes per dayD and one at :aduvannur 9A( tonnes per dayD ./012 products are high 6uality products which have a god market in domestic as well as foreign markets
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;hart :o.& Blant manager is the head of the units and the plant has two main functional areas N production and 6uality control. Broduction planning is so as to avoid the dead stock. The production department and marketing department go side by side to achieve the ?est results
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4= 8U%.IT- CONTRO.
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;hart :o.) /era brand coconut oil is known for its 6uality purity and reasonable price. /012304s 6uality control laboratory meeting 2CE21/ parameters confirms the purity of /012 oil. ?y consistently maintaining low levels of free fat acid content, kera remains the healthiest and purest cooking oil.
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&. +urc ase de:artment
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Chart :o.# Eain ob.ectives of purchase department include maintaining continuity for the supply of materials to support production, minimum investment and maximum economic advantage, avoiding duplication and wastage, procuring best 6uality materials at lowest cost based on suitability for use.
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Chapter -3 Review of Literature
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STR&SS %tress is the 7wear and tear7 our bodies experience as we ad.ust to our continually changing environment@ it has physical and emotional effects on us and can create positive or negative feelings. 2s a positive influence, stress can help compel us to action@ it can result in a new awareness and an exciting new perspective. 2s a negative influence, it can result in feelings of distrust, re.ection, anger, and depression, which in turn can lead to health problems such as headaches, upset stomach, rashes, insomnia, ulcers, high blood pressure, heart disease, and stroke.
%tress is physical, mental and chemical reasons to circumstances that frighten, confuse, endanger or irritate. If the stress is controlled it works like a friend and strengthen to encounter many failures. %tress can be taken as negative value as well as positive value. consider, for example when you undergo annual performance review at work, you feel stress because you confront opportunity, constraints, and demands. 2 good performance review may lead to a promotion, greater responsibility, and high salary. ?ut a poor review may prevent from getting the promotion. 2n extremely poor review might then even result in being fired.
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Two conditions are necessary for potential stress to become actual stress. There must be uncertainty over the outcome and the outcome must be important .stress is highest for those individuals who perceive hat they are uncertain as to whether they will win or loss and lowest for those individuals who think winning or loosing is a certainty. ?ut importance is also critical. If winning or loosing is an unimportant outcome, there is no stress. The study by the Indian ;ouncil for 1esearch on International 0conomic 1elations, a :ew 4elhi-based research group, said Indias rapid economic expansion has boosted corporate profits and employee incomes, but has also sparked a surge in workplace stress and lifestyle diseases that few Indian companies have addressed. +ealth Einister 2nbumani 1amadoss said his biggest concern was the countrys information technology industry that has grown rapidly, riding on the outsourcing boom in recent years. KIts the fastest-growing industry in our country, but it is most vulnerable to lifestyle diseases,L 1amadoss said. KIts future growth could be stunted if we dont address the problem now.L Long working hours, night shifts and a sedentary lifestyle make people employed at information technology companies prone to heart disease and diabetes, the report said. There have also been growing reports of mental depression and family discord in the industry. Infosys Technologies Ltd., Indias second-largest software exporter, has a !-hour hot line for employees suffering from depression to access psychiatrists.
3*
Infosys introduced a work-life balance plan after a
!-year-old
employee suffered a heart attack several years ago. Indias per capita health spending of "# is one of the lowest in the world and is a fraction of what the $nited %tates spends -- " ,&!', according to a (() *+, report.
%everal recent studies have highlighted the links between work-related stress, violence at work, the abuse of drugs and alcohol and tobacco consumption. These studies tend to suggest that stress at work plays an important role in the development of negative individual and organi-ational factors and forms a common element linking working conditions, substance abuse and violent acts. There appears to be a significant correlation between difficulties in relaxing after work and negative emotions such as fear, helplessness and failure. %tressful work may contribute to the development of a desire among workers to reduce tension by drinking, using drugs and other harmful substances.
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Conse>uences o! stress to em:?o6ees o! kera!ed
;hart noI ' ;onse6uences of stress
;onse6uences for individual
;onse6uences for the family
;onse6uences for organi-ation
<. ;onse6uences to individual %tress is both a friend and foe. 2 high level stress has harmful conse6uences like
i.

Impact on health. back problems loss of appetite poor concentration or poor memory retention performance dip headaches upset stomach 1ashes
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Insomnia $lcers high blood pressure heart disease %troke. anger or tantrums violent or anti-social behaviour emotional outbursts alcohol or drug abuse Bsychological conse6uences
ii.

5ob dissatisfaction 4istrust 1e.ection 2nger 4epression poor concentration or poor memory retention uncharacteristic errors or missed deadlines tension boredom depression
31
iii.
Impact on behaviour sleep difficulties $nder eating or overeating Increased smoking and drinking :odding off during meetings or social gathering Losing your sense of humour Eoving in a tense and .erky way 2bsenteeism and turnover 1eduction in productivity nervous habits
. ;onse6uences to the family %tress adverse effect will be on spouse, child abuse, alienation from family members and even divorce .additional stress are experienced while handling the personal, social, cultural dilemmas of balancing the work and family.
42
A. ;onse6uences to organi-ation Low performance and productivity +igh rate of absenteeism and turnover Loss of customers due to poor attitudes of workers Increased alienation of the worker from the .ob 4estructive and aggressive behaviour resulting in strikes and sabotage low morale
41
Ca"ses o# stress at KERA E!

*ork %tress Individual stress Croup stress ,rgani-ation stress 0xtra organi-ationa l stress
;oncentric chart no. <, illustrates the causes of stress at /012304
42
2. 0xtra-organi-ational stressors Bolitical factors 0conomic factors Technological factors
?. ,rgani-ational stressors 5ob related factors 1outine .ob dullness and boaring *ork ha-ardous 0xtra duties and responsibilities ?ullying or harassment, by anyone, not necessarily a personGs manager
3eeling powerless and uninvolved in determining
oneGs own responsibilities ;ontinuous unreasonable performance demands Lack of effective communication and conflict resolution Lack of .ob security Long working hours *ork load office politics and conflict among staff
43
1ole related factors
1ole conflictI It occurs when two or more persons
have different and sometimes opposing expectation of a given individual. 2nother type is inter- role conflict where an individual plays more than one role simultaneously
1ole ambiguityI It occurs when the employee doesnt know what is expected of him.
Interpersonal and group related factors Interpersonal demands are pressure created by other employees. Croup related stressors include factors like conflicts, poor communication, unpleasant relationship, misunderstanding etc.
44
,rgani-ational structural factors ,rgani-ational structure defines the level of differentiation, degree of rules and regulations and where decision made. 0xcessive rules and lack of participation in decisions that effect employees are examples. ,rgani-ational leadership factors ,rgani-ations life cycle 2n organi-ations life cycle creates different problems and pressure for the employees. The first and the last stage are stressful. ;. Croup stressors
Croup cohesiveness Lack of cohesiveness can be very stress producing , especially for those who cannot thrive in isolation. Lack of social support ;onflicts
4"
4. Individual stressors 0xcessive time away from home and family 5ob concern ;areer changes 0conomic problems Life change and life traumas Bersonality of a person personality 9certain personalities are more stress-prone than othersD lifestyle 9principally poor diet and lack of exercise
4*
Stress and +er!ormance @ t e In4erted U re?ations i:
The relationship between stress and performance is explained in one of the oldest and most important ideas in stress management, the KInverted-$L relationship between stress and performance The Inverted-$ relationship focuses on peoples performance of a task.
The left hand side of the graph is easy to explain for pragmatic reasons. *hen there is very little stress on us to carry out an important task, there is little incentive for us to focus energy and attention on it. This is particularly the case when there may be other, more urgent, or more interesting, tasks competing for attention.
4/
3igure no. <
2s stress on us increases, we enter the Karea of best performanceL, we are able to focus on the task and perform well N there is enough stress on us to focus our attention but not so much that it disrupts our performance.
40
;onse6uences of %tress to /012304 employees at different Levels.
$as%s 1eactions ?ehaviour
&o' stress ?oredom or 2pathy Low motivation ;areless mistakes Bsychological withdrawal
O(t%m"m stress +igh energy +igh motivation +eightened Berception +igh
)%gh stress 0xhaustion 2nxiety nervousness Indecisiveness ?ad .udgment and
Bhysical withdrawal involvement Inactivity Low performance 4ull health Berformance +ealth effects Low performance 4ull health +igh performance Cood health Boor performance Bsychosomatic Illness Table noI <
41
CO+IN# STR%T&#I&S $OR STR&SS in 3&R%$&D
<.
Co:ing wit stress at t e ?e4e? o! indi4idua?s %tress can be managed by an individual, which will enable him to regain control over his life. %ome of the stress reducing strategies from individuals point isI aD /nowledge about stress 2n individual should know self, what are the factors causing stress and how to tackle stress. bD Bsychological fitness 0xercise in any form will helps in coping the stress. :oncompetitive physical exercise like aerobics, walking, .ogging, playing football or tennis will help in reducing stress to some extent. cD Time management 2n individual must understand how you manage the time so that he can cope with tension created by .ob demands dD 2ssertiveness 2n individual should be assertive. +e should not say JOes when he want to say J:o.
"2
eD %ocial support 0very person should have people to turn to, talk to and rely upon. %ocial network includes friends, family, or work colleagues, who will be supportive during times of stress and crisis fD 1elaxation techni6ues 0very individual must teach himself to reduce tension through relaxation techni6ues such as yoga, meditation, hypnosis, gD Blan your life in advance 2= Co:ing wit organiAation sources o! stress %ome measures the organi-ation must take areI aD %election and placement *hile doing selection and placement of employees, the factors should kept in mind are@ the individuals who are more prone to stress should not be put on stressful .obs. The individual who are less prone to stress may adapt better to high stress .obs and perform those .ob more effectively bD Coal setting Coal setting can reduce stress as well as provide motivation
"1
cD Improved communication 0ffective communication with employees reduces the uncertainty by lessening role ambiguity and role conflict.
dD 1edesigning .obs 5ob redesigning enhances motivation, reduces the stress among the employees and enhances K6uality of work lifeL. eD Barticipative in decision making If the organi-ation gives the employees participation in those decisions that directly affect them and their .ob performance, it can increase employee control and reduces the role stress. fD ?uilding team work The management should try in creating such an environment in which there is no provision for interpersonal conflict or inter group conflict. 0ncourage members of the group to be mutually supportive and productive.
"2
gD Bersonal welfare programmes ,rgani-ation can provide facilities at their premises for physical fitness such as gyms, swimming pool, tennis court etc. as well as psychological counseling. They should hold seminars or workshops to make the employees understand nature and sources of stress and possible ways to reduce it. To ;hange the ,rgani-ation to Brevent 5ob %tress
0nsure that the workload is in line with workersG capabilities and resources. 4esign .obs to provide meaning, stimulation, and opportunities for workers to use their skills. ;learly define workersG roles and responsibilities. Cive workers opportunities to participate in decisions and actions affecting their .obs. Improve communications-reduce uncertainty about career development and future employment prospects. Brovide opportunities for social interaction among workers. 0stablish work schedules that are compatible with demands and responsibilities outside the .ob.
"3
Indi4idua? di!!erences and stress in kera!ed :ot everybody respond to stress in the same way, and not every one respond to stress in the same way. There are strong difference in the ways individuals experience and response to stress. These individual differences moderate the relationship between the causes and conse6uences of stress. %elf esteem Individuals who have positive image of themselves and their abilities are less likely to experience work as stressful. Eoreover, people with high self-esteem have more confidence in themselves that they can deal successfully deal with stress. Tolerance for ambiguity Beople also differ in their tolerance for ambiguity. %ome people are comfortable with the fact that not every thing in their work situation is black and white. 3or instance they are not upset when they know generally what they are supposed to do but dont receive very detailed step-by Nstep instructions. ,ther people have a low tolerance for ambiguity. They are uncontrollable with unstructured situations. They want to know exactly what they are supposed to do and exactly how will be evaluated. Beople with high tolerance for ambiguity are less likely to suffer from .ob stress. They are less likely to see role ambiguity and role conflict as stressful.
St. Johns College, Prakkanam "4
2 %T$4O on stress levels among middle-level managers from =) leading companies in India and /enya has shown that tension at the workplace could well have a cascading negative impact on the Cross :ational Broduct 9C:BD. 0ffective time planning and management can help considerably reduce stress levels. The study found that those managers who had a clear plan for using their time before the actual work begin, and, as much as possible, stuck to their time plan, had less stress compared to others. The :ational Institute for ,ccupational %afety and +ealth 9:I,%+D The :,I%+ report on the right is an excellent resource that cites the following !(F of workers reported their .ob was very or extremely stressful@

&F view their .obs as the number one stressor in their lives@ Three fourths of employees believe that workers have more on-the-.ob stress than a generation ago@ =F of workers felt 6uite a bit or extremely stressed at work@ ) percent of workers said they were 7often or very often burned out or stressed by their work7@ 5ob stress is more strongly associated with health complaints than financial or family problem :I,%+ defines .ob stress as the harmful physical
and emotional responses that occur when the re6uirements of the .ob do not match the capabilities, resources, or needs of the worker. %tress also occurs
""
when the situation has high demands and the worker has little or no control over it. 5ob stress can lead to poor health and in.ury.
"*
Chapter -4 Research Methodology
"/
R&S&%RC, M&T,ODO.O#1esearch methodology will help us to know what are the research methods, techni6ues used in fulfilling the study conducted in /012304. It also helps in giving scientific .ustification of the problems, which are all methods are relevant and which are not relevant, why paricular research method is appropriate for the study.
%rea o! Stud6
The study on stress management was conducted at /012304 head office Thiruvananthapuram and at production department in /arunagapally, kollam district.
R&S&%RC, D&SI#N
1esearch design stands for advance planning of the methods adopted for collecting the relevant data and techni6ues to be used in their analysis, keeping in view the ob.ective of the research and the availability of staff, time and money. S%M+.IN# D&SI#N 2 sampling design is a procedure the researcher would adopt in selecting the items for the sample. In fulfilling my pro.ect i have selected &( employees randomly from /012304 to find out the stress in the
"0
organi-ation and how it does brings bad or good impact for both employees and the organi-ation. In random sampling each and every item in the population have e6ual chance of inclusion in the sample and each one of the possible samples has the same probability of being selected. T6:e o! Data Co??ection ?oth primary and secondary methods have been used in collecting data from /012304. Brimary method means through observing and interviewing employees of /012304 and through 6uestionnaire method. In secondary method data has been collected from /012304s website, annual report. Structured >uestionnaire: %tructured 6uestionnaire is a printed list of
6uestions to be filled by the respondents. The structured 6uestions should be short as possible and simple to understand. The 6uestionnaire was designed such that it helps to elicit the accurate information. OBser4ation Met od- This method is that sub.ective bias is eliminated. This is independent of respondents willingness to respond. Inter4iew Met od- this method of data collection involves of oral-verbal stimuli and reply in terms of oral-verbal response. In fulfilling this pro.ect in /012304 personal interview method is used i.e. direct personal investigation.
"1
Chapter -5
Analysis and Interpretation
*2
,nce the data has been collected from employees, each sample 6uestions were classified, tabulated and then sub.ected to analysis. The data obtained were analysed in following ways. 1= Coding and TaBu?ation ;oding is necessary for efficient analysis and through it several replies may be reduced to a small number of classes which contain critical information re6uired for analysis. 2fter the data are edited, next step is converting the data into symbols and numbers i.e.@ coding. Tabular representation is the systematic representation of data in rows and columns using tables, it makes the data more clear. 2= +ercentage ana?6sis +ercentage ana?6sis It determines the percentage of respondents corresponding to each factor. The percentage is calculated by dividing the number of respondents belonging to a particular factor by the total number of respondent and is expressed in terms of percentage. Bercentage Q :o. of respondents Total no. of respondents x <((
*1
3 #ra: ica? Re:resentation In this study certain graphs are used for the effectiveness of report. It can be shown in a simple way through Bie-diagram. P%e Chart* +ere the circle is divided on the basis of various scales used. %ince full angle A)( degree around the centre of the circle represents the whole data each sector will have angle at the centre. !. ,6:ot esis testing 3or testing the hypothesis C iCs>uareD 2E test of goodness of fit at &F level of significance is used. ;hi-s6uare test is a stastical measure used in context of sampling analysis for comparing a variance to a theoretical variance. ?y comparing the calculated value with the table value of ;hi-s6uare for 9n-<D, n being the number of items in the sample, degrees of freedom at &F level of significance. If calculated value of 2is less than table value, the null hypothesis is accepted, but if calculated value is e6ual or greater than table value, the hypothesis is re.ected.
*2
<D %tress at work TableI .< 2lways To some extent To great extent :ever :o. of respondents <( A( ' &( Bercentage ( )( <) ! <((
;hartI .< below illustrates tableI .<
Always To some extent To great extent Never 60%
20% 4% 16%
Inter:retationI )(F of the employees in /012304 feel stress at work and < F feels stress always as every employees of the organi-ation feels stress at work.
*3
D %tress affects the performance of an employee TableI . :o. of respondents 2gree A %trongly agree < 4isagree ) %trongly 4isagree ( &( Bercentage )! ! < ( <((
;hartI . below illustrates tableI .

Agree Strongly agree Disagree Strongly Disagree 64%
24% 0% 12%
Inter:retation: )!F employees of /012304 agree that stress affects employee performance but < F disagree to this fact.
*4
AD %tress affects negatively at work. TableI .A 2lways To some extent To great extent :ever :o. of respondents ( ( & & &( Bercentage ( !( &( <( <((
;hartI .A below illustrates tableI .A

0%
10% 50%
Inter:retation: <(F of /012304 employees feels stress never negatively affects work, but =(F feels that to some or great extent stress negatively affects work. !D ,pinion about working condition provided by organi-ation.
*"
TableI .! :o. of respondents +ighly satisfied %atisfied 4issatisfied +ighly dissatisfied A( <A & &( Bercentage ! )( ) <( <((
;hartI .! below illustrates tableI .!

Highly satisfie Satisfie Dissatisfie Highly issatisfie 60% 4%
10%
26%
Inter:retation: )! F, ! F of the employees of /012304 are satisfied and highly satisfied with working conditions provided by /012304 but dissatisfied and <(F highly dissatisfied. &D %tress helps in boosting your performance. TaB?e: 2=" )F are
**
:ever %ometimes 2lmost 2lways
:o. of respondents <= <' <( A &(
Bercentage A' A) ( ) <((
;hartI .& below illustrates tableI .&

Never Sometimes Almost !"% Always
6% 20% !6%
Inter:retation: A'F of the /012304 employees think that stress never helps in boosting their performance, )F feels stress always helps in boosting performance, A)F and (F feels sometimes and almost it does.
St. Johns College, Prakkanam */
)D %tress becomes a reason for absence. TableI .) Pery often ,ccasionally 1arely :ever :o. of respondents A ( <) << &( Bercentage ) !( A <((
;hartI .) below illustrates tableI .)

#ery often $%%asionally &arely 22% 6% Never
40% !2%
Inter:retationI 2bout )F of /012304 employees think that stress becomes a reason for absence, !( F thinks occasionally its a reason, A F thinks rarely stress is a reason for absenteeism but F thinks never stress a reason.
#D %tress can affect the output of an organi-ation.

St. Johns College, Prakkanam *0
TableI .# Pery much To an extent Too much :ever :o. of respondents A # <! ) &( Bercentage ) &! ' < <((
;hartI .# below illustrates tableI .#

#ery m'%h To an extent Too m'%h 12% 6% Never
2"% 54%
Inter:retation: )F of /012304 employees think stress can affect the output of an organi-ation, &!F, 'F feels stress affects to an extent and too much output of organi-ation but < F feels stress would never affect output. 'D The organi-ation provide deadline at work. TableI .'
St. Johns College, Prakkanam *1
Pery often occasionally 1arely :ever
:o. of respondents # ! <! & &(
Bercentage <! !' ' <( <((
;hartI .' below illustrates tableI .'

#ery often o%%asionally &arely 4"% Never
2"% 14% 10%
Inter:retation: The above data indicates that the organi-ation provide deadline at work !'F says occasionally deadlines are given, <!F think very often, 'F said rarely and <(F accepts never deadlines are given.
/2
=D 4o you feel tensed when deadlines are given. TableI .= Pery much %ometimes :ot much :ever :o. of respondents ' # <( & &( Bercentage <) &! ( <( <((
;hartI .= below illustrates tableI .=

#ery m'%h Sometimes Not m'%h 20% 10% Never 16%
54%
Inter:retation: %uggestion of employees on whether they are tensed when deadlines are givenI <)F of employees are very much tensed, &!F feels sometimes tensed, (F thinks not much tensed and <(F are never tensed. <(D 4oes stress cause any psychological impact on youR
/1
TableI .<( Pery much To an extent :ot much :ever :o. of respondents & # <( ' &( Bercentage <( &! ( <) <((
;hartI .<( below illustrates tableI .<(

#ery m'%h To an extent Not m'%h Never 54% 20%
10%
16%
Inter:retation: &! F of employees think to an extent stress causes any psychological impact on them, <(F thinks stress creates very much psychological problem, (F and <)F thinks not much and never stress affect psychologically. <<D %tress brings impact on behaviour. TableI .<< :o. of respondents
Bercentage
/2
2lways To some extent To great extent :ever
! A << A &(
' )! ) <((
;hartI .<< below illustrates tableI .<<

Always To some extent To great extent Never
"% 6% 64%
22%
Inter:retation: )!F of the employees feel that to some extent stress brings impact on their behaviour, 'F thinks always stress has effect on behaviour, great extent and )F thinks stress never affects behaviour. < D %tress creates health problems. TableI .< %trongly agree 2gree 4isagree
F feels to
:o. of respondents A A= '
Bercentage ) #' <)

/3
%trongly disagree
( &(
( <((
;hartI .< below illustrates tableI .<

Strongly agree Agree Disagree ("% Strongly isagree
6% 0%
16%
Inter:retation: 2bout #'F of employees strongly agree stress creates health problems, )F strongly agrees to this fact but <) F strongly disagrees.
<AD %tress affects interpersonal relationship with co-workers and superiors. TableI .<A Pery much To an extent :ot much :ever :o. of respondents = ) A( & &( Bercentage <' < )( <( <((
/4
;hartI .<A below illustrates tableI .<A

1"% 10%
Inter:retation: <'F of employees think stress very much affects interpersonal relationship with co-workers and superiors, < F think to an extent, )(F feels not much and <(F think never stress affects relationships. <!D 0xtra-organi-ational factors cause stress. TableI .<! :o. of respondents Pery much To an extent :ot much :ever A< <! A &( Bercentage ! ) ' ) <((
;hartI .<! below illustrates tableI .<!
/"
#ery m'%h To an extent Not m'%h Never 62%
2"% 6%
4%
Inter:retation: !F employees think extra-organi-ational factors causes stress, ) F thinks to extent extra-organi-ational factors is a cause, 'F think not much this factor causes stress and )F feels never extra-organi-ational factors causes stress. <&D Individual stress affects performance. TableI .<& :o. of respondents :ever %ometimes 2lmost 2lways ( ) &( Bercentage ! !! !( < <((
;hartI .<& below illustrates tableI .<&
/*
Never Sometimes Almost 12% 4% Always
44%
40%
Inter:retation: !!F of employees felt sometimes Individual stress affects performance, !(F think almost individual stress affects performance, < F thinks always Individual stress affects work but !F think individual stress never affects performance. <)D Croup stressors affect work performance. TableI .<) Pery much To an extent :ot much :ever :o. of respondents ) A <A ' &( Bercentage < !) ) <) <((
;hartI .<) below illustrates tableI .<)
//
16% 26%
Inter:retation: It is clear from the above table < F of employees think group stressors affect work performance, !)F think to an extent, )F think group stressors not much affect work but <)F feels never group stressors affect performance. <#D ,rgani-ational factors affect performance. TableI .<# %trongly agree 2gree 4isagree %trongly disagree :o. of respondents <' ! & A &( Bercentage A) !' <( ) <((
;hartI .<# below illustrates tableI .<#
/0
Strongly agree Agree Disagree Strongly !6% 4"% isagree
6%
10%
Inter:retation: It is clear from the above table A)F of the employees strongly agrees that organi-ational factors causes stress, !' F agrees to the fact, <(F disagree to this and )F strongly disagrees that organi-ational factors affect performance. <'D 1ole related factors are caused by stress. TableI .<' :o. of respondents Bercentage Pery much To an extent :ot much :ever A ! <& ' &( ) !' A( <) <((
;hartI .<' below illustrates tableI .<'
/1
#ery m'%h To an extent Not m'%h 4"% Never
6%
16%
!0%
Inter:retation: In the analysis about !'F of employees think to an extent role related factors are caused by stress, to )F employees feel very much role related factors are caused by stress but A(F ,<)F of employees thinks not much and never, role related factors are caused by stress. <=D %tress caused by .ob related factors. TableI .<= :ever %ometimes 2lmost 2lways :o. of respondents A A <) ' &( Bercentage ) !) A <) <((
;hartI .<= below illustrates tableI .<=
02
Never Sometimes Almost 16% 6% Always
!2%
46%
Inter:retation: %tress caused by .ob related factors employees response to this is )F think never, !)F feels sometimes it can be a reason, A F think almost is a cause and <) F think stress is always caused by .ob related factors. (D ,pinion on stress management program followed in your organi-ation. TableI . ( :o. of respondents %atisfied ( +ighly satisfied ( 4issatisfied A= +ighly dissatisfied << &( Bercentage ( ( #' <((
;hartI . ( below illustrates tableI . (
01
Satisfie Highly satisfie Dissatisfie Highly 22% 0% issatisfie
("%
Inter:retation: 3rom above analysis its clear that #'F of the employees are dissatisfied and F are highly dissatisfied with stress management program followed in /012304.
02
<D %tress at work affects your personal life. TableI . < %trongly agree 2gree 4isagree %trongly disagree :o. of respondents < <' << = &( Bercentage ! A) <' <((
;hartI . < below illustrates tableI . <

Strongly agree Agree Disagree Strongly 1"% 24% isagree
22% !6%
Inter:retation: !F of employees strongly agree that stress at work affects your personal life, A)F agrees to this, F disagrees and <'F strongly disagrees that stress at work affects your personal life.
03
D %trategies followed to cope up stress in your organi-ation. TableI . :o. of respondents Cood 2verage Boor A & &( Bercentage ! !) &( <((
;hartI .
below illustrates tableI .
4%
)oo Average
50%
46%
*oor
Inter:retation: 0mployees opinion on strategies followed to cope up stress in organi-ation !Fof employees remark it as good, !)F says an average and &(F employees thinks poor performance on the part of organi-ation. AD %tress is a reason for .ob hopping.
04
TableI . A :o. of respondents %trongly agree 2gree 4isagree %trongly 4isagree ( A) <! <( &( ;hartI . A below illustrates tableI . A
Strongly agree Agree Disagree Strongly Disagree 62% 0% 10%
Bercentage ( ) ' <( <((
2"%
Inter:retation: %tress is a reason for .ob hopping ) F employees agrees to this fact, 'F disagrees and <(F strongly disagrees.
0"
!D %tress management and training programs are necessary in an organi-ation. TableI . ! 2lways To some extent To great extent :ever :o. of respondents <' < ( ( &( Bercentage A) ! !( ( <((
;hartI . ! below illustrates tableI . !

40% !6% 0%
Inter:retation: %tress management and training programs are necessary in an organi-ation employees response to this is A) F feels its always necessary, ! F think to an extent and !(F thinks to a great extent its necessary.
0*
Hypothesis testing
0/
"=1 C,I S8U%R& D 2E T&ST O$ #OODN&SS O$ $IT %T "F .&)&. O$ SI#NI$IC%NC&

+( Q %tress does not affect the performance of an employees Q 0xpected fre6uency ,bserved fre6uencies 9,D A < ) Q 9A S< S)D T A Q <).)# 0xpected fre6uencies 90D <).)# <).)# <).)# 9, N 0D <&.AA -!.)# -<(.)# 9, N 0D A&.(( <.'( <<A.'! 9, N 0D U 0 <!.(= <.A< ).' .
4egree of freedom 9n-<D Q A N <
Table A 9,-0D U 0 ;alculated value Table value at &F level of significance %ince, ;alculated value V Table value *e re.ect the null hypothesis 9+(D. %o alternative hypothesis +< is valid %tress affects performance of employees in /012304. Q Q Q . . &.==<
00
Chapter -6 Findings, Suggestions and Conclusion
01
*=1 $INDIN#S
3rom the study conducted the following facts have been revealedI
<. )(F of the employees in /012304 feels stress at work, feels that they
are working under stressful condition. . <) F think stress is always caused by .ob related factors.
A. /012304s 'AF employees think that stress creates health problems.
!. #'F of the employees are dissatisfied and
F are highly dissatisfied
with stress management program followed in /012304. &. %tress is a reason for .ob hopping ) F employees agrees to this fact.
). %tress management and training programs are necessary in an
organi-ation !(F of employees thinks to a great extent its necessary.

#. <'F of employees think stress very much affects interpersonal
relationship with co-workers and superiors in organi-ation.

'. )!F employees of /012304 feel that to some extent stress brings
impact on their behaviour.

=.
&!F employees of /012304 feels to an extent stress affects out put. boosting their performance.
<(. A)F of /012304 employees think that sometimes stress helps in
<<.0mployee shortage is a ma.or problem in kerafed.
12
*=2 SU##&STIONS
To improve the present condition of /012304 some suggestions areI
<. Cood training programmes on different departments should be
implemented, so that employees can cope up with the changing needs of the firm. . ;urrently poor stress management programmes are followed in /012304, so good stress management programmes should be implemented. A. Improve the welfare measures of employees. !. In any organi-ation stress development means failure of implemented strategies and interpersonal relationships, so /012304 should look at causes of stress, proper management of stress means success of organi-ation.
&.
,ccasional get together of employees and management will boost employee performance.
). 1eorgani-ation of people who have done outstanding performance, it #. Cood employee and management relationship will help to reduce stress to a great extent. '. ;onsider the problems of the employees for the wellbeing of the organi-ation. =. Introduce a stress management committee to solve employee problems.
11
*=3 CONC.USION
The /erala /era /arshaka %ahakarana 3ederation Limited
9/012304D is doing its commercial functions of production, procurement, storage, processing, product diversification and marketing of coconut and coconut products. /012304 is farmers friendly organi-ation and it increases the industrial importance of /erala by its coconut production and coconut products. It is enhancing the production of coconut, developing the agricultural components and strengthening the co-operative movement. :o organi-ation and individual remain silent under stressful situation. The study will help the firm to improve existing stress management programmes and there by increasing employee satisfaction, increased productivity, improved relationships both on and off the .ob, better teamwork and communication, improved morale, retention of valued employees. Thus better management of stress is important in every organi-ation.
12
Bibliography
13
'I'.IO#R%+,;hhabra T.:., +uman 1esource Eanagement , 3ourth revised edition , C2C2: /2B$1 for 4hanpat 1ai and;o., ((!. ,rgani-ational ?ehaviour, EcCraw +ill International 0dition, ((! Botti L.1. 1esearch Eethodology, Oamuna Bublications /012304 2nnual 1eport (()-(# www./erafed.com www.mindtools.com 0ighth edition
14
%++&NDIG
Stress management
QUESTIONNAIRE +ersona? Detai?s <. . A. !. &. ). #. :ame %ex 2ge Earital %tatus 4epartment 0xperience I I I I I I <-& years <<-<& years 2bove ( years '. %alary I &(((-<(((( <&((<- (((( <(((<-<&((( )-<( years <)- ( years Eale (NA( !<-&( Earried 4esignation or Crade I 3emale A<-!( 2bove &( %ingle
1"
<. 4o you feel stress at workR i.D iiD 2lways To some extent iiiD To great extent ivD :ever
. *hether stress affects your performance R i.D %trongly agree iiD 2gree iiiD 4isagree ivD %trongly disagree
A. 4oes stress affect negatively at work R i.D iiD 2lways To some extent iiiD To great extent ivD :ever
!. ,pinion about working condition provided by organi-ation i.D iiD +ighly satisfied %atisfied iiiD ivD +ighly dissatisfied 4issatisfied
&. 4o you think stress helps in boosting your performance R i.D :ever iiD 2lmost iiiD %ometimes ivD 2lways
). 4oes ever stress become a reason for absent
1*
i.D iiD
Pery often ,ccasionally
iiiD 1arely ivD :ever
# 4o you think the output is affected by stressR i.D iiD Pery much To an extent iiiD Too much ivD :ever
'. *hether the organi-ation provide dead line at workR i.D iiD =. i.D iiD Pery often ,ccasionally iiiD 1arely ivD :ever
4o feel tensed when dead lines are givenR Pery much %ometimes iiiD :ot much ivD :ever
<(.4oes stress causes any psychological impact on youR i.D iiD Pery much To an extent iiiD :ot much ivD :ever
1/
<<. *hether stress brings any impact on your behaviour, if so then to what
extentR i.D iiD 2lways To some extent iiiD To great ivD :ever extent
< .K %tress creates health problemsL Nwhat is your opinion R i.D iiD %trongly agree 2gree iiiD 4isagree ivD %trongly disagree
<!. 4o you think stress affects interpersonal relationship with co-workers and superiorsR i.D iiD Pery much To an extent iiiD :ot much ivD :ever
<&4o you agree that intra organi-ational factors causes stressR i.D iiD %trongly agree 2gree iiiD 4isagree ivD %trongly disagree
<). +ow far individual stress affects performanceR i.D iiD :ever %ome times iiiD 2lmost ivD 2lways
<#. +ow far group stressors affect work performanceR i.D Pery much iiiD :ot much
10
iiD
To an extent
ivD :ever
<'. *hat is your opinion regarding organi-ational factors affecting stressR i.D iiD :ever %ometimes iiiD 2lmost ivD 2lways
<=. 4o you feel role related factors are caused by stressR i.D Pery much iiiD :ot much ivD :ever iiiD 2lmost ivD 2lways
iiD To an extent i.D iiD :ever %ometimes
(. *hat is your opinion on stress caused by .ob related factorsR
<. Oour opinion on stress management programme followed in your organi-ationR i.D iiD %atisfied +ighly satisfied iiiD 4issatisfied ivD +ighly dissatisfied
11
. 4o you think stress at work affects your personal lifeR i.D iiD Pery much To an extent iiiD :ot much ivD :ever
A. *hat do you think strategies followed to cope up stress in your organi-ationR i.D iiD Pery good Cood iiiD 2verage ivD Boor
!. 4o you think stress is a reason for .ob hoppingR i.D iiD %trongly agree 2gree iiiD 4isagree ivD %trongly disagree
&. 4o you think stress management and training programmes are necessary in an organi-ationR i.D 2lways iiD To some extent iiiD To great extent ivD :ot re6uired
122
But forward some of your suggestion on %T10%% E2:2C0E0:T program of /012304.
121

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Stress management in KERAFED

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

and the organi-ation.

St. Johns College, Prakkanam

Stress management in KERAFED

SCO+& O$ T,& STUD-

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

.< INDUSTRI%. +RO$I.&

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

STRICT 8U%.IT- CONTRO. M&%SUR&S

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

members each on average 9 # lakh members D

0xtension in activities and supply of inputs. the coconut seed production

Training of B2;% staff %upply of testing and weighing e6uipment

,rgani-ing a ;ommodity CrowersG 3ederation at the %tate level

St. Johns College, Prakkanam

Stress management in KERAFED

St. Johns College, Prakkanam

Stress management in KERAFED

.! D&+%RTM&NTS O$ T,& OR#%NI<%TION

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St. Johns College, Prakkanam

Stress management in KERAFED