A PROJECT REPORT ON

A STUDY ON STRESS MANAGEMENT IN IT-INDUSTRY

AT
HINDUJA GLOBAL SOLUTIONS,MYSORE
A report submitted in the partial fulfillment of
Master of Business Administration
(2012-2013)
TO
Karnataka state Open University
Mysore, Karnataka
BY
Vinay.K.M
REG NO:
Under the guidance of
Internal Guide

External guide

Dr.Bhargav Ramachandra

Mrs. Triveni

Faculty,Dept. of management

HR HEAD,HGS

Studies,TTL college,mysore

Mysore

Submitted to

KARNATAKA STATE

OPEN UNIVERSITY

Manasagangotri, Mysore-570006,

Department of Commerce and Management

2012-2013
1

DECLARATION

I hereby declare that this Project Report titled

A STUDY ON STRESS MANAGEMENT IN IT-INDUSTRY

submitted by me to the Department of Business Management, for

Karnataka state open university,mysore , is a bonofied work
undertaken by me and it is not submitted to any other University or
Institution for the award of any degree diploma / certificate or
published any time before.

Name and Address of the Student

Signature of the Student

KARNATAKA STATE

OPEN UNIVERSITY

Manasagangotri, Mysore-570006,

Department of Commerce and Management

Date

PROJECT CERTIFICATE
This is to certify that Smt/Sri .... bearing
the

register number has successfully completed the project

work on

under the guidance of Prof/Dr/Sri/Smt

(internal) and
Prof/Dr/Sri/Smt . (external).
The project report is submitted to the Karnataka State Open University in
partial fulfillment of the requirements for the award of Masters of
Business Administration (MBA) during 2012.

Prof. Jagadeesha
Chairman,
Departments of studies &
Research in Management

KARNATAKA STATE

OPEN UNIVERSITY

Manasagangotri, Mysore-570006,

Department of Commerce and Management

Date:.

GUIDE CERTIFICATE
This is to certify that Smt/Sri .... bearing the
register number has successfully completed the project work on

under my guidance and supervision.

The project report is submitted to the Karnataka State Open University in
partial fulfillment of the requirements for the award of Masters of
Business Administration (MBA) during 2012.

GUIDE SIGNATURE

ACKNOWLEDGEMENT
Firstly, I would like to express my sincere my gratitude to Mr.

, managing

director,HGS,Mysore and Mrs.triveni Of personnel and Administration Department.

(HGS,mysore), for giving us an opportunity to carry out the project work.

Its our primary duty to express my humble thanks and deep gratitude to the staff and
our project guide Mr/Mrs

of P&A, for his valuable guidance and co-

operation in the completion of my work. i here by thank my guide in this scenario

Dr.bhargav ramachandra,TTL college of business Management

In getting my professional career, I never forget the help and scholarly values, which I
received from the faculty of my department. I am extremely grateful to them for their
valuable suggestions and giving advice, co-operation and support in the completion of project
work successfully.

I am thankful to my parents, family members and friends for their encouragement and
support in the completion of project work successfully.

Vinay.k

TABLE OF CONTENTS
SL. NO.
I.

CONTENTS

PG. NO.

EXECUTIVE SUMMARY
CHAPTER 1

II.

PROFILE OF THE ORGANIZATION

CHAPTER 2

III.

GENERAL INTRODUCTION OF THE

STUDY
Statement of the problem
Need for the study
Objective of the study
Scope of the study
CHAPTER 3

IV.

DESCRIPTION OF THE RESEARCH

DESIGN
The research design
Sources of data
Data collection instruments
Sample size
Methodological assumptions
Limitations of the study

CHAPTER 4
I.

THEORITICAL BACKGROUND OF THE

STUDY
Introduction and Definition
Symptoms of Stress
Sources of Stress
Consequences of Stress
Stress Management Strategies
Stress Management in Organizations
CHAPTER 5

II.

DATA ANALYSIS AND INTERPRETATION

Part A Analysis
Part B Analysis with Graphs
CHAPTER 6

III.

FINDINGS AND SUGGESTIONS

IV.

CONCLUSION

V.

ANNEXURE
Questionnaire
Bibliography

EXECUTIVE SUMMARY
Our society, facing momentous challenges towards the beginning of the twenty first century,
needs visions of the future so attractive, inspiring, and compelling that people will shift from
their current mind-set of focusing on immediate crisis to one of eagerly anticipating the future
a future where the health and well-being of the earth and its inhabitants is secure.

Stress is one such health problem that affects each one of us in every day of our lives. Yet
recognizing we are stressed, working out why and doing something about it isnt easy for
anyone. Its much harder to confess to ourselves and to others that we feel stressed. To many
stress is seen as something of a disliked word, a sign of not being able to cope, of not being
good enough or even of being neurotic. However, if we dont realize that were over stressed,
we cant find a way to make life stressful for ourselves. Our health suffers, our relationship
suffers and we get less enjoyment and pleasure out of life.

We need to focus on ourselves. There are ways we can help ourselves and accept help from
others, and that is what this field study is about. If we avoid facing upto the excess stress in
our life, the consequences will come back to haunt us. If we face upto too much stress, if we
notice it and acknowledge it, we are on our way to a less stressful, more balanced life and a
healthier, happier one too.

In view of the above, field study is undertaken to find out the level of stress amongst the
employees and executives at HINDUJA GLOBAL SOLUTIONS,MYSORE which is an
INFORMATION TECHNOLOGY COMPANY. It includes:

CHAPTER 1: PROFILE OF THE ORGANIZATION

This chapter deals with the history of the organization, the companys mission, vision, values
and the turnover. This chapter mentions the functional departments of the organization and
their structure, growth and the present status of the organization.

CHAPTER 2: INTRODUCTION TO THE STUDY

This chapter deals with a general introduction to the information technology industry,
statement of problem, need for the study, and objectives of the study and the scope of the
study.

CHAPTER 3: RESEARCH METHODOLOGY

This chapter deals with methodology adopted in studying the employee stress level in the
organization. It includes description of research design, sources and instruments used for the
data collection, methodology and limitations.

CHAPTER 4: THEORETICAL BASE OF THE STUDY

This is the main chapter, which gives the background for the study. This includes the
meaning of stress, the symptoms of stress, sources of stress, strategies to combat stress and
the ways to survive stress.

CHAPTER 5: ANALYSIS OF THE DATA COLLECTED

This chapter mainly analyses and interprets the data collected based on the survey conducted
through tabulations and graphs. This analysis is carried out targeting the objectives of the
study.

CHAPTER 6: FINDINGS, CONCLUSIONS AND SUGGESTIONS

This chapter deals with the summary of the findings of the organization based on the
responses given by the respondents in survey conducted. In this chapter conclusion and
suggestion are drawn based on the observation, analysis and the suggestions given by the
respondents.

10

PROFILE OF THE ORGANIZATION

11

COMPANY PROFILE

12

Hinduja Group
Established in 1914
IndusInd Bank

Presence in 42 countries in 5
continents

Hinduja Hospital

Gulf Oil

Multi-billion dollar annual turnover

Over 42,000 Employees world-wide

IndusInd
Media

Ashok Leyland

Businesses in:
Manufacturing
IT/BPO
Media & Telecom
Banking & Finance
Energy & Trading
Health Care

Interactive

In 2Cable
AMAS Bank
HTMT

13

The expansive Hinduja Group was founded by Parmanand Deepchand

Hinduja, a young entrepreneur from the fabled town of Shikarpur, who realized
early in life that business was all about spotting opportunities, and seizing them
wherever they surfaced. He traveled to Mumbai in 1914, and quickly learnt the
ropes of business. The business journey, which began in Sind, entered the
international arena with an office in Iran (the first outside India) in 1919.
Merchant Banking and Trade were the twin pillars of the business and the
Group remained headquartered in Iran, until 1979 when it moved to Europe.
The Group has expanded and diversified its businesses, with significant social
and charitable contributions, under the present leadership of the Hinduja
Brothers, Chairman, Srichand, ably supported by his brothers, Gopichand,
Prakash and Ashok.Today, the Hinduja Group has become one of the largest
diversified groups in the world spanning all the continents. The Group employs
over 30,000 people and has offices in many key cities of the world and all the
major cities in India.
The Hinduja Family has always adapted to free-market reforms moving quickly
in new markets that have opened, and capitalizing on new economy
opportunities. As a result, the Hinduja Group has now strategically positioned
itself to contribute to old economy sectors such as Banking & Finance,
Transport, Energy (Oil & Power) as well as the new economy of Technology,
Media and Telecom

14

Hinduja Business Philosophy

"My Dharma (duty) is to work, so that I can give." Parmanand Deepchand Hinduja
(1901-1971), Founder, Hinduja Group.

Firm believers in traditional family values, the Hindujas have all along
striven to inculcate the family concept in their business enterprises.
Every member of the Group is encouraged to practice the Vedic
principles of work: 'Service with devotion' and ' Willingness to see fulfillment of one's
self-interest in the active promotion of the interest of the collective'.

Mutual trust, respect, cohesion and co-operation are emphasized as key

organizational guidelines. At the same time, sound modern management
practices are given primacy within individual companies of the Group and also
at the corporate level.
Professionals are allocated independent charge of diversified activities.
There is a high premium on healthy internal competition, incentives to
executives and employees for outperforming one another, and appreciation of
good performance.
The Group has, throughout its history, demonstrated a strong
commitment to creating better understanding between the peoples and the
governments of the world. Building amity and co-operation between their host
country and their mother country, India, has been an article of faith

15

THE VALUES:
The five principles as under, distilled from the lifetime experience of the
Founder of Hinduja Group, late Shri Parmanand D. Hinduja, serve as the
cultural cornerstones of the business of the Group, leading to a synergistic and
creative partnership of professional management and entrepreneurship among
the Group Companies:
Work to Give
Word is Bond
Act Local; Think Global
Partnership for Growth
Advance Fearlessly
Our Values

Sustained

Customer Focus
Growth

Sustained
Growth

Total Quality

Pride in Execution
Global Mindset

Values
People Empowerment
Pride in
Execution

Integrity

People
Empowerment
Global

Mindset
Customer
Focus

Global centers of Hinduja Business

16

HGSL- overview
Global provider of BPO services
Over 14,000 people, 8000 seats
Market Cap - $500 Million
70 clients; Over 400 processes
Revenues - $165 Million
21 Delivery centers in 5 countries
Competencies & Capabilities

Vertical Expertise
Healthcare
Insurance
Telecom
BFSI
Consumer
Electronics
Pharmaceuticals
Utilities
Logistics &
Transportation
Media and
Entertainment
Technology

Process Competencies
Inbound

Customer care
Collections
Technical Help Desk
Service Provisioning
Product support
Cross-sell & up-sell
Directory Enquiry Services

Outbound
Telemarketing

Lead generation
Database building / cleaning
Soft collections
Transaction Processing
Claims adjudication
Plan Building, Claims Audit, Helpdesk,
Overpayment research
Order fulfillment
Account maintenance
Application processing

17

BPO JOURNEY SO FAR

2003 - 2004
2002-2003
2000-2002
Market Entry

Listed on BSE & NSE

First international
insurance customer

Growth

ISO 9001:2000
accreditations

Expansion into new

service lines and
new customers

Industry Leadership

Foray into Philippines

Certified Most
Preferred Employer

Organization wide
launch Six Sigma
initiatives

2004 2006

2006 till date

Global Presence

HIPAA certification

Business Expansion

Expand delivery
presence in US &
Canada

BS7799 accreditation

Acquisition

of Affina
a US based CRM
company

Venture into LPO

Strategic foray into

national markets

First contact
center customer

BPO Foray

Expansion

Control & Direction

Scale & Globalize

Progress & Growth

Quality & Certifications:

HGSL is committed to achieving the highest quality standards across the
organization. The companys allegiance to steady, long-term improvement in
services is the cornerstone of its business strategy. Working consistently
together with clients to improve the overall efficiency and productivity of its
Operations, Administrative, and support organizations, HGSL aims to achieve
its goal of maintaining customer satisfaction and enhancing shareholder value.
The company is committed to quality implementation & management of
customer processes and has a dedicated team responsible for Operational
Excellence
The Quality Program at HGSL is supported by Four Pillars, ISO 9000,
COPC, Six sigma Program and Customer Satisfaction Survey, which enables
the organization and its partners to achieve business goals by improving two
major enablers People and Process.

18

HGSL always strives to understand the Customers need. The Voice of

the Customer is regularly captured through surveys conducted once in 6 months.
An analysis of surveys gives HGSL the areas of focus while the CSAT study
provides the required understanding and proximity to the customer. This
approach ensures that HGSL is a truly customer focused organization.

Quality Certifications:

Work culture and environment at HGSL:

HGSL have an open and inclusive culture that encourages contribution
and enables everyone to fulfill their true potential. We are a BPO with high
standards of corporate governance, recognized by our inclusion in the
prestigious TOP 10 BPO Companies with the highest standards of social
responsibility.
HGSL has a very open work culture. The comfortable and relaxed work
atmosphere helps increase productivity and efficiency.

19

The building blocks of the work culture are:

Commitment: Are committed to doing whatever it takes to make clients
successful. At HGSL the commitment and belief is clients success is our
success
Superior Execution: They strive for superior execution in everything that
they do. They listen to the clients needs, and respond with passion, using the
highest quality processes and domain expertise to deliver client projects with
speed and agility.
Trust: Clients trust with their most business-critical projects because HTMT
assume personal responsibility for achieving client goals and for ensuring
positive

relationships

with

clients,

partners

and

with

each

other.

Team Building: Group lunches and outstation team building exercises that
augment interpersonal relations and mutual understanding are also part of
HTMT work culture.
Learning and Development: It is an important function to meet the business

demand of highly talented performers.

20

A thorough and systematic approach to training helps us constantly

exceed customer expectation and deliver best results making a great place to
work, learn and grow.
Being a learning organization, behavioral and functional training across
hierarchy is imparted, helping the employees up skill and reinforce the
organization culture in creating a highly competitive and motivated workplace.
Knowledge management helps meet individual and organizations goal aligned
giving the best performance.
The training caters to functional, behavioral, technical and process
training. All the trainers in the organization are certified and re certified every 6
months in order to ensure the best training practices are followed in knowledge
transfer.

Process Improvement
HGSL understands the need for to achieve, maintain and constantly
exceed the expectations of Customers. It is with this purpose in mind that HGSL
has designed the Business Process Improvement (BPI) program. HGSL enables
its partners to achieve their business goals by improving two major enablers
People and Process.
Hinduja Global has been recognized and awarded with various laurels
over the years. Just HGSL recently, HGSL was ranked as the Best performing
Call Center worldwide by Global Services, in association with NEO IT.

21

The BPI Program is supported by Six Pillars

ISO 9000
COPC
Six sigma Program
Customer Satisfaction survey
People Improvement Plan
Customized Automation Application
Customer Satisfaction survey

HGSL always strives to understand Customers needs. The Voice of

Customer is regularly captured through surveys conducted every 6 months.
Analysis of these surveys gives HGSL the key areas of focus. This approach
helps HGSL to constantly better itself and surpass its own benchmarks.
People Improvement Process

All employees are provided the Basic Quality awareness and Information
Security training as part of the Induction. Employees are trained in Six-Sigma
tools after 6 months of their work experience which enriches their job and
yields significant returns. Training modules are tailor-made to suit a particular
business need. The participating audience is also chosen based on specific
criterions resulting in a high degree of impact.

Employee Well Being

We organize discussion forums and training programs on stress
management, interpersonal skill, soft skills and employee well being. Yoga
trainings, health check-up camps and workshops on healthy lifestyle are regular
events at HGSL.
22

Work Life Balance:

HGSL encourages its employees to plan their holidays apart from not
working on Saturdays & Sundays. They have a well designed LTA scheme to
support family outings / tours which provides financial assistance and leaves..
The company provides laptops to senior level management; it has also
started experimenting with lectures on healthy lifestyle, managing time & night
shifts in association with NGOs & other bodies. 'Health corner' at the company
canteen provides food in consultation with nutritionists. Apart from encouraging
the employees to make full use of the gymnasium, yoga classes are also
organized. Adds, Varadarajan, "We do not believe in forcing our employees to
work."
The organization needs to be sensitive towards the health concerns of the
employees & keep emphasizing on small but significant issues like placement
of footrest, eye level to monitors, the right posture to sit while working on a PC,
changing weather & requisites to take care of health, implications of eating junk
etc
Apart from a need for an explicit & relevant regulation & guidance
specific to the industry, health risk assessment and its control is a must. Length
& frequency of breaks should be specified along with counseling to strike a
balance between physical & mental rhythm to synchronize the body clock.

23

People Management Practices

The business is undergoing a rapid change every day. HGSL believes that
it is extremely crucial not only to outperform competition but also outperform
self performance every time in order to achieve the best results and set global
benchmarks.
It is an organization endeavor to not only up skill the workforce but also
ensure the best Learning & Development opportunities to the employees. Training
is a focus to meet the challenging talent retention and skills up gradation in the
organization.
Employees are encouraged to cross functional up killing which helps
create new career opportunities. As a part of talent retention initiative a lot of
workshops and training programs are based on the need to help the employees
groom and hone the skills for the next level.
Investment in human capital through various key initiatives like Leader Plus!,
Leadership Par Excellence and Associate Development Program help us to
manage and grow our talent pool at all the levels in the organization.
About Mysore center

The Mysore center of Hinduja global solution Limited (HGSL)

previously known as HTMT is at 1st main saraswathipuram was set up at 2006
Manpower and shift system

The companys manpower is about 1032 and still recruitment is going on.
Men workers employed: 742
Women workers employed: 290

24

Company shift Timings

Sl No

Shift

1
2
3
4
5
6

Timings

First Shift
Second shift
Third Shift
Fourth Shift
Fifth shift
Break shift

7-4
8-5
1-10
2-11
3-12
9 to 15 & 6 to 10.15

Process at HGSL
1. Inbound process where in customers receives the call and provides
directory enquiry service regarding prepaid and postpaid.
2. Outbound process where in employees calls customers and do
telemarketing.
3. Query resolution Team wherein they try to resolve the problem and pass
on the resolution to the customer once the problem is solved.
Transaction processing wherein orders fulfillment and account maintenance is
taken care of

25

GENERAL INTRODUCTION TO THE INFORMATION

TECHNOLOGY INDUSTRY
The HGS,MYSORE has finally come of age in the last one year. It is being pushed as a
lifestyles statement to end-users. The IT scenario is changing fast, with almost all sectors of
economy catching up on the IT wave and throwing up opportunities galore for the entire
world. The global technology market is on the roll, and new trends and exciting prospects are
taking shape. From convergence, which was considered the most revolutionary idea in 2003,
to wireless technology- all seems to be taking effect in the coming year.
IT is the new media in the modern age. With the countrys economy moving to a decent
phase and the IT industry seemingly regaining its lost ground, all indications hitherto lead to
believe that three sectors will emerge as the big spenders in IT. They are the government
sector, corporate bodies and educational institutes. Both central and state governments are
investing more on IT infrastructure for e-governance. IT is becoming the main expenditure
area. Sectors like banking, insurance, education, pharmaceuticals and manufacturing are
making investments in IT. Companies have viewed spending in IT on par with capital
expenditure.

The corporate segment has been an all-time big player in the Indian market place and has
influenced IT trade as no other segments has ever done. The corporate bodies are investing
much more on technology infrastructure, networking, security and storage. Indian business
managers and executives are always focusing on how IT can give them the competitive
advantage by enhancing productivity and delivering greater products. With the companies
focusing to invest in intelligent networks that deliver high availability and scalability, with its
growing increased awareness in IT. Its acceptance has been accelerating significantly. Rapid
changes symbolizing the IT trade make awareness an essential ingredient. Internet, ebanking, online education, wirelesses and laptops are the products of the latest technology in
the IT sector.

Possessing the computer skills is more or less becoming mandatory for getting a decent job.
Knowledge of IT is happening and is a necessity. Almost every major enterprise is aware of

26

the technology and has at least some limited deployments. Wireless has become a core part of
every enterprise network and can no longer be regarded as an elective technology.
Technology has now reached the common man through mobile phones, personal computers,
laptops and a host of other utility products.

With full-fledged convergence being put into practice, there are new computing devices that
communicate and communication devices that compute. Also, with computers gradually
crossing the lines towards lifestyle products, acceptance of technology is inevitable. A steady
growth and an increase in the pace of IT implementation can be predicted in the corporate
sector.

Intense competition is blowing life into the trade and the struggle will continue for sometime.
There will be investments and innovations. Hence, there is an all-round development
empowered by IT.
Therefore, in todays ever-changing scenario HGS,MYSORE the information technology
company is one of its kind companies with a vision to pioneer in the business of einformation. With over 100 employees the company projects its competitive position.

STATEMENT OF PROBLEM
The old management paradigm said, in the interest of an organization, people are permitted
only to feel emotions at work those that are easily controllable. These emotions can be
categorized as positive. The new management paradigm says that managing people is
managing feelings. The issue isnt whether or not people have negative emotions; its how
they deal with them. Since the time immemorial, supervisors and subordinates have been told
to check their feelings at the door. And thats big mistake. Its one thing to say that behavior
is more accessible to supervisors than feelings are; its another thing altogether to say that
feelings have no place at work. The only natural conclusion is that managers cannot ignore
the stress issue and must actively seek to do something about it.
Therefore, stress management has become an important concern of HR development
department of most organizations. At HINDUJA GLOBAL SOLUTIONS,MYSORE we will
focus on how the employees manage and survive stress.

27

NEED FOR THE STUDY

The information technology sector in India is one of the most favored sectors by investors. Its
attractiveness has grown even more in the recent times due to steady performance and
growth. The new media has thrown up new challenges. Its impact has been both positive and
negative. It has brought along with it long working hours, limited holidays, less time with
family members, meeting targets with limited time etc.

Stress is one such challenge to deal with, be it either personal or work related. Two facts
about stress cannot be ignored. First, people get sick from stress at work. Second, the costs
associated with stress are significant to every employer. They include lost time and lower
productivity. it is a major cause of employee absenteeism and turnover. Certainly, such
factors severely limit the potential success of an organization.

In the prevailing conditions the researcher attempt to do a brief analysis on stress

management at HINDUJA GLOBAL SOLUTIONS, MYSORE; in order to ascertain the
employees stress level and their working conditions.

OBJECTIVES OF THE STUDY

The main objective of the study is to determine the stress level of the organization. The study
also includes the following objectives:
To determine the stress experienced by the employees in the organization
To determine the areas of stress
Assessing the working conditions
To gain experience in the field study

SCOPE OF STUDY
Scope of the study is limited to the information technology industry and in particular to
HINDUJA GLOBAL SOLUTIONS, MYSORE.

28

DESCRIPTION OF THE RESEARCH

DESIGN

29

DESCRIPTION OF THE RESEARCH DESIGN

Research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure.
Research design, is needed because it facilitates the smooth sailing of the various research
operations, thereby making research as efficient as possible, yielding maximum information
with minimal expenditure of effort, time and money. Research design constitutes the blue
print for collection, measurement and analysis of data.

The preparation of research design for a study aids in establishing direction and indicating
what requires to be done, the method to employ and at what stage it has to be done.

THE RESEARCH DESIGN

The researcher has gathered information by the feedback received from the
questionnaire, by conducting personal interviews with the employees, the books on
the subject and the internet.
For the research the researcher has taken into consideration the present employee
stress level.
To analyze the stress levels of the employees and their management at the
organization.

SOURCES OF DATA
The research plan calls for gathering primary or secondary data or both. For, this research
work, the researcher has collected both primary and secondary data.

Primary data:
Primary data is the first hard information collected by the researcher from the employees and
the web sites of the HINDUJA GLOBAL SOLUTIONS, MYSORE. It consists of original
information gathered for the specific study.

30

The study conducted results in recommendation based on collection, analysis and

interpretation of primary data.
Secondary data:
Secondary data consists of information that already exists in the form of published report
having been collected for another purpose. The data may be published or unpublished. The
published data referred to by the researcher are:
Internet
Books on stress management
Articles in newspapers/ magazines

DATA COLLECTION INSTRUMENT

For the purpose of collecting primary data, the researcher has at the first stage contacted the
respondents and explained the objective of field study. Then the questionnaire was distributed
and later they were interviewed.

SAMPLE SIZE
Sampling size has been planned to 30 respondents on the whole for the company by using
random sampling method.

METHODOLOGICAL ASSUMPTIONS
The researcher has assumed that the methods and techniques selected for the study are
appropriate to analyze and interpret the data. The techniques and methods followed are:
The research design adopted would help the researcher in planning the study.
The structural questionnaire methods used for the collection of primary data along
with personal random interview has been considered most suitable and convenient.
The respondents are aware of their stress causes.

31

LIMITATIONS OF THE STUDY

Scope of the study is confined to thirty respondents.
Since study was restricted to one particular company, it cannot be generalized to other
similar companies.
Due to time constraint, the research assumptions done are obtained through
questionnaire keeping in view that the respondents have given the correct information.
Since the employees are always busy in work, it was difficult to collect accurate data.
However, the researcher wishes to state that maximum efforts have been made to
portray the study as accurately as possible.

32

THEORITICAL
BACKGROUND OF THE
STUDY

33

THEORITICAL BACKGROUND OF THE STUDY

INTRODUCTION
I just cant cope anymore. Do these words explode inside your head as you struggle to cope
with the dual demands of your work and your family? Do you feel as if you have no control
left over your life? Does an overwhelming feeling of anxiety envelope you every working
hour? If your answer is yes to all these questions then you may be a casualty of that modern
or new age disease called STRESS.

The topic of stress and its relationship to worker behavior has recently become a topic of
interest to organizational researchers. Until mid 1970s, research on stress was essentially
confined to its effect on health and was conducted by individual in the medical profession.
Why the recent concern with stress as an organizational behavior topic? First, stress appears
to be linked to employee performance and satisfaction, so the topic is a relevant independent
variable. Second, there is an implicit obligation of management to improve the quality of
organizational life for employees. Because stress has been directly linked to coronary heart
disease, a reduction in stress can increase both the general health and the longevity of an
organizations work force. Of course, this too can have performance implications work
force. Of course, this too can have performance implications. The point is that the topic of
stress has individual and group level relevance as well as organization system implications.

MEANING AND DEFINITION

Stress has a variety of meanings to people in the workplace. To the production manager in a
chemical plant, it may be the tension of missing the shipping date of a large order for a major
customer. To the business executive, it may be the frustration associated with the inability to
acquire sufficient short-term loans from banks to cover the operating needs, and so on. Stress
is the wear and tear on our mind and body when the pressure from our environment is in
excess of our ability to cope. Relaxation is the first casualty of present day life and the stress
coping abilities which nature had provided to human beings are proving out to be woefully
inadequate to cope with the stress of modern living.

34

Stress originates from the French word Retrecir, meaning narrowness, a constriction or the
limiting factor of power. The dictionary meaning of stress is a mentally or emotionally
disruptive or upsetting condition occurring in response to adverse external influences and
capable of affecting physical health, usually characterized by an increased heart rate, a rise in
blood pressure, muscular tension, irritability and depression in a person.

DEFINITIONS
In the world of Szilagyi and Wallace, stress is an internal experience that creates a
psychological or physiological imbalance within an individual and results from the factors in
the external environment, the organization, or the individual. This definition identifies three
main elements of stress in organization: 1. Stimulus element, 2. Response element and 3. An
interaction element.
Elements of stress
Components of stress

Stimulus
Environment
Organization
Individual

Interaction of
Stimulus and
Response

Response
Frustration
Anxiety

1. The stimulus element or component this includes the initiating forces that results in a
feeling of stress. Stress stimuli can originate from the environment, the organization and
the individual.
2. The response component it involves physiological, psychological or behavioral
reactions to stress. Two responses to stress are most frequently identified. One, frustration
which is caused by any obstruction between a behavior and its goal and second, the
anxiety which the feeling of being unprepared to respond appropriately in some situation.
Stress associated with organizational activities is called job stress.

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3. The interactive component the interactive component of stress is the interaction of

stimulus and response stress factors. For example, for the air traffic controller, stress is a
complex interaction of environmental, organizational and personal feelings and
responses.

According to Hans Selye, the most well known authority on this subject, there are two types
of stress. Eustress is the positive type that has its foundations in meeting the challenges of a
task or job. The effects of eustress are beneficial in that they help us to overcome obstacle.
Distress is negative in that it allows us to be overpowered. Anger, loss of control, feelings of
inadequacy and insecurity are all manifestations of distress.

SYMPTOMS OF STRESS
Most of the symptoms of stress are hidden. It is very essential to recognize early signs of
stress. So, although we may not be aware of it, if our circumstances at work or at home are
constantly stressful or unhappy our body will be continually producing unneeded adrenalin.
We know we are stressed when:
Digestion changes nausea, stomachaches, headaches, and in extreme cases
vomiting.
Drinking too much alcohol or taking illegal drugs to escape from feelings and to
unwind.
Smoking to calm oneself.
Depression or feeling tearful, low, guilty or worthless.
Bursts of temper or range.
Restlessness.
Feelings of emptiness.
Undergoing frequent mood swings.
Feeling anxious most of the time about work, deadlines, office, home.
Being constantly tired, having poor concentration and memory.
Difficulty in making decisions.
Palpitations feeling very rapid heartbeats.

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 Panic attacks waves of fear with sweating, trembling and a sense of impending
death.
Feeling critical and uninterested in people
Finding it difficult to show our emotions from anger to joy.

These are some of the immediate stress symptoms, making it clear that well being will suffer
if care isnt taken.

SOURCES OF STRESS
The sources of stress are highly personal and may vary from person to person. However, for
many of us, the ability to stay calm and healthy depends on small things. How we respond
to the irritations of every day life such as anger, rejection, interruptions, traffic jams and
deadlines are often indicative of our psychological and physical stress. Our own reactions or
over reactions are the sole factors that cause stress.

Szilagyi and Wallace have stated that stressful situations can have a number of sources. Three
sets of factors environmental, organizational and individual act as potential sources of
stress. Whether they become actual stress depends on individual difference such as job
experience and personality. They are described as below.

ENVIRONMENTAL FACTORS
Just as environmental uncertainty influences the design of an organizations structure, it also
influences stress levels among employees in that organization.

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A model of stress
Potential sources
Environmental Factors
Economic uncertainty
Political uncertainty
Technological
uncertainty
Organizational Factors
Task demands
Role demands
Interpersonal Demands
Organizational structure
Organizational
leadership
Organizations life stage

Consequences

Individual
Differences
Perception
Job experience
Social support
Belief in focus of
control
Hostility
Experienced stress

Individual Factors
Family problems
Economic Problems

Physiological
Symptoms
Headaches
High Blood Pressure
Heart disease
Psychological
Symptoms
Sleep disturbance
Depression
Decreased in job
satisfaction
Behavioral
Symptoms
Productivity
Absenteeism
Turn over

Changes in the business cycle create economic uncertainties. When the economy is
contracting, people become increasingly anxious about their security. Minor recessions, too,
increase stress levels. Downward swings in the economy are often accompanied by
permanent reductions in force, temporary layoffs, reduced pay, shorter workweeks, and the
like.

Political uncertainties occur when there is no stability in the ruling government and the
policies keep changing over night.

Technological uncertainties are a type of environmental factor that can cause stress. New
innovations can make an employees skills and experience obsolete in a very short period of
time. Computers, robotics, automation and other forms of technological innovations are a
threat to many people and cause them stress.

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ORGANIZATIONAL FACTORS
There are no shortages of factors within the organization that can cause stress: pressure to
avoid errors or complete tasks in a limited period, work overload, a demanding and
insensitive boss, and unpleasant co-workers are few examples.
Task demands are factors related to a persons job. They include the design of the
individuals job (autonomy, task variety, degree of automation), working conditions and the
physical work layout. Assembly line can put pressure on people when their speed is
perceived as excessive. The more interdependence between a persons tasks and the tasks of
others, the more potential stress there is. Autonomy, on the other hand, tends to lessen stress.
Job, where temperatures, noise, or other working conditions are dangerous or undesirable can
increase anxiety. So too, can working in an overcrowded room or in a visible location where
interruptions are constant.

Role demands relate to pressures placed on a person as a function of the particular role he or
she plays in the organization. Role conflicts create expectations that may be hard to reconcile
or satisfy. Role overload is experienced when the employees are expected to do more than
time permits. Role ambiguity is created when role expectations are not clearly understood and
the employee is not sure what he or she is to do.

Interpersonal demands are pressures created by other employees. Lack of social support
from colleagues and poor interpersonal relationships can cause considerable stress, especially
among employees with a high social need.

Organization structure defines the level of differentiation in the organization, the degree of
rules and regulations, and where decisions are made. Excessive rules and lack of participation
in decision that affect an employee are examples of structural variables that might be
potential sources of stress.
Organizational leadership represents the managerial style of the organizations senior
executives. Some chief executive officers create a culture characterized by tension, fear and
anxiety. They establish unrealistic pressure to perform in the short run, impose excessively
tight controls, and routinely fire employees who dont measure up.

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Organizations go through a cycle. Theyre established; they grow, become mature, and
eventually decline. An organizations life stage-that is, where it is in this four-stage cyclecreates different problems and pressures for employees. The establishments and decline stage
are particularly stressful. The former is characterized by a great deal of excitement and
uncertainly, while the latter typically requires cutbacks, layoffs, and a different set of
uncertainties. Stress tends to be least in maturity where uncertainties are at their lowest ebb.

GROUP STRESSORS
A group has a lot of influence on an employee behavior, performance and satisfaction. The
group can also be a potential source of stress. Group stressors can be categorized into four as
explained below.

Lack of group cohesiveness. Cohesiveness is very important to employees, particularly at

the lower levels of organizations. If an employee is denied the opportunity for this
cohesiveness because of the task design, because the supervisor does things to prohibit or
limit it, or because the other members of the group shut the person out, this can be very stress
producing.

Lack of social support. Employees are greatly affected by the support of one or more
members of a cohesive group. By sharing their problems and joys with others, they may be
much better. But if this type of social support is lacking for an individual, it can be very
stressful.

Inter-personal and intergroup conflict. A conflict has both functional and dysfunctional
consequences. Dysfunctional consequences have stress potential.

Sexual harassment. Sexual harassment may be understood as unwanted contact or

communication of a sexual nature, usually against women. Sexual harassment is increasingly
becoming a source of stress in many of todays workplaces. The stressful effects of sexual
harassment stem primarily from two reasons: (1) The direct affront to the victims personal
dignity; and (2) The harassers interference with victims capacity to do the job.

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INDIVIDUAL FACTORS
The typical individual only works about forty hours a week. The experiences and problems
that people encounter in those other 128 non-work hours each week can spill over to the job.
Our final category, then, encompasses factors that comprise the employees personal life.
Primarily, this focuses on family and personal economic problems. It is always seen that
people hold family and personal relationships dear. Marital difficulties, the breaking off of a
relationship, and discipline troubles with children are examples of relationship problems that
creates stress for employees and that arent left at the door when they arrive at work.

Economic problems created by individuals overextending their financial resources are

another set of personal troubles that can create stress for employees and distract their
attention from their work. Career changes may also be stressful. Being suddenly thrust into a
new job with new responsibilities can be very stressful.

CONSEQUENCES OF STRESS
Consequences of stress can be classified into three categories:

1. Behavioral consequences: when stress levels increase beyond normal, a number of

behavioral reactions can be exhibited, including anxiety, aggression, apathy, boredom,
depression, fatigue, impulsive behavior, etc. other causes can also elicit these behaviors,
but stress is at the heart of many.

2. Physiological consequences: a growing body of work suggests that a strong link exists
between stress and physical problems or disorders. Medical research leads some scholars
to suggest that greater than 50 percent of illness have stress-related origins. The types of
physiological disorders that appear to be stress-related are many and varied. They may be
such minor dysfunctions as sweating, dry mouth and hot and cool flashes, problems in the
form of visible frustration, anxiety and depression.

3. Organizational consequences: support is growing for the theory that stress is a prime
contributor to many organizational problems, particularly poor performance and high
turnover and absenteeism.

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BURNOUT
Burnout has been defined as a state of mind resulting from prolonged exposure to intense
emotional stress and involving physical, emotional and mental exhaustion. In addition, other
factors also contribute to burnout. These causes may be organizations or individual related.
Among organizational factors for burnout include job conditions, poor opportunities for
promotion, inflexible rules and procedures and leadership styles.

The coping styles used by people constitute individual factors causing burnout. Coping styles
may be reactive or proactive. Proactive styles involve taking charge over events in ones life.
Reactive styles imply that one lets the event to happen and face their consequences.
Obviously, people who employ proactive styles are less prone to get exhausted. In contrast,
those who follow reactive styles are more prone to be exhausted emotionally and
attitudinally.
Can burnout be reversed? The answer is yes. With appropriate help, victims of burnout
from their physical and psychological exhaustion. If ongoing stress is reduced, if burnout
victims gain added support from friends and co-workers, and if they cultivate hobbies and
other outside interests, at least some people can return to positive attitudes and renewed
productivity. Such results can be attained, however, only through active efforts designed to
overcome burnout and to change the conditions from which it develops.

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SYMPTOMS OF BURN OUT (BEYOND STRESS)

1. Chronic fatigue and low energy
2. Irritability and negative attitude
3. Idealistic, inflexible, and indecisive viewpoints.

FOUR PHASES OF BURN OUT

1. Emotional exhaustion
2. Cynicism and defensiveness
3. Isolation and tendency to eat alone and act antisocial
4. Defeatism, feeling of having been unsuccessful with all job effort having been
fruitless.

HOW TO OVER COME BURNOUT

1. List priorities. Schedule yourself to do less.
2. Make goals that are achievable
3. Compartmentalize by focusing on one job at a time.
4. Make changes in your job routine. Even schedule fun times.
5. Listen to your body. Your listless feelings may indicate you need more exercise, a
better diet or more sleep.
6. Develop a detached concern. Be concerned with your clients.

WHAT IS YOUR OPTIMUM STRESS LEVEL?

Optimum stress levels vary from person to person. To find out the personal optimum stress
level, experts recommend maintaining a stress diary for a period of time.
Or to maintain a regular record each day of the stressful events. (i.e.-what was the event,
when and where did it occur, what was the cause of stress). Or to rate stress levels during the
event from 1-10. Or to rate productivity and happiness during the stressful time. Or as to how
the stress was tackled?

The optimum stress level is that at which we are provoked to maximum action and have best
productivity. Maintaining this list for a couple of days will give us a fair idea of what causes

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the maximum stress and what are the stress levels at which we can operate with maximum
productivity. Decrease in performance shows a higher level of stress than optimum stress
levels. This is the time when we need to learn techniques to manage stress.

O.B. CLOSE UP
Rating occupations by stress
Recent research divides occupations into four categories: Active jobs, low-strain jobs,
passive jobs, and high-strain jobs.

Active jobs have heavy pressure to perform but allow leeway for problem solving. The
hours tend to be long, but are partly at the workers discretion. Doctors, engineers,
farmers, executives and other professionals, for example, hold active jobs.

Low-strain jobs put low demands on people and give them a high degree of decisionmaking latitude. Tenured professors, carpenters, repair people, and successful artists,
among others, hold low-strain jobs.

Passive jobs combine low demands on skills and mental processes with little leeway for
learning or decision-making. These jobs offer almost no latitude for innovation. Examples
include the jobs held by billing clerks, night watchmen, janitors, dispatchers, and
keypunchers.

High-strain jobs have heavy pressure to perform and little leeway in decision-making.
These jobs tend to have long hours, require following rigid procedures, and allow little
latitude for taking breaks or time off for personal needs. Assembly-line workers, waiters
and waitresses, nurses aides, and telephone operators are good examples of people who
hold high-strain jobs.

There is strong evidence indicating that people in high-strain jobs have the highest rates
for many diseases. In fact, the risk of illness for such people is two to four times what it is
for others, independent of all others risk factors.

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STRESS MANAGEMENT STRATEGIES

Making stress work for us by recognizing it and changing our reaction to it is the best way of
dealing with stress. When we choose to make stress work for us, we would become resilient
which is more than bouncing back, it means taking risks, learning to live with uncertainty and
solving problems creatively. We can do this by:

First, name it. Identify what is stressful and solve the problem creatively. By recognizing
this fact, we can stop floundering and suffering more than we need to. It is essential to
understand the environment in which the stress appears. The earlier we recognize the
symptoms, the easier it is to take the foot off the accelerator.
Second, find healthy work environments working for a company that attaches our
values. We have to work for companies committed to training and development of its
employees. We need to continue our education. Learning is one of the best strategies to make
for us and help to become resilient. Also one can have alternative interest to soothe ones
mind and body something, which can enable us o recharge our tired batteries.

Third, follow an individualized plan of action. When we feel stressed, we have to stop
what we are doing and breathe deeply, relax our mind and body, then visualize our goal and
see our self-achieving it. We have to restate every negative thought with a positive statement
about our strengths. We have to set mini behavioral goals such as identifying three new
companies to target, volunteering somewhere, etc we then have to take action on our
identified mini goals.

Making stress work for us and becoming resilient takes practice. Like babies learning to
walk, we will have set backs. The resilient are not perfectionists but are people who take
action, solve problems, and reserve time for renewal. In turn, they are often among the people
we admire. So we should start making stress work for us.

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Fourth, we should build our other capital. At work one is recognized for results or
achievements. But we also need other people, who love us for what we are, irrespective of
our success or failures. They can be a source of energy, and also give us resilience and
comfort when the chips are down. We must make sure that we invest some of our time with
them.

Fifth, we should avoid comparisons. It is very common to find executives building up

internal stress by comparing themselves with others who are more successful than them.
Every career has its ups and downs. This is a trap of ones own making. The best way out of
this stress is to look above for ambition but look below for contentment.

Sixth, we should consciously practice doing one thing at a time, keeping our mind
focused on the present. We have to do whatever we are doing slowly, but more
intentionally, and with more awareness and respect. We should not waste our precious
present life on guilt about the past or concern for the future. If we have a hectic schedule, we
should prioritize our activities and do the most important ones first. We should organize our
life to include time for fun and spontaneity. We must laugh, smile, stop worrying and be
happier. We should also learn to delegate responsibility. We should welcome change and
challenges as an opportunity to lean and grow.
Seventh, when we find ourselves angry in situations, we should ask our self, what can I
learn from this? when we accept our self, others, and the various situations for what they
are, we become more effective in influencing them to change according to our wishes.

Therefore, we should always make stress work for us. For every person who surrenders to the
crushing weight of stress, there is another one who triumphs- who sees stress as a worthy
opponent and eagerly responds with a counter-force of creativity and energy. How do they do
it? It requires a special ability; the mastery of self-awareness, self-management and selfrenewal skills.

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In fact the following rules for stress management offer humorous but helpful, tongue-incheck advice.

THREE RULES FOR STRESS MANAGEMENT

1. If you cant flee, flow.
2. Dont sweat the small stuff.
3. Its all small stuff.

We have to get away from assumption that a situation is inherently stressful or no stressful.
We are the ones who put the labels there. We can also remove them. The feeling is often that
stress will go on forever. It is not the stress itself that is painful and disabling but the pain
itself that reduces the executives ability to cope. If we accept both our strengths and
weaknesses, we can definitely control our stress.

When stressed lots of people turn to alcohol to help them through. Some just light up a
cigarette. Still some others take illegal drugs. Many women, especially, binge on comfort
foods. But none of these are healthy, and nor are they successful ways of relieving stress. The
initial numbing effect of alcohol, for example, is very pleasing but after this has worn off too
much alcohol increases symptoms of depression and anxiety. Drinking, like taking
tranquillizer, can help to hide the stress symptoms but does not get rid of the stress. Alcohol
isnt the only culprit. Too much caffeine, too much nicotine and the long-term use of the
tranquillizers or sleeping pills may at first seem to help but in the end they interfere with the
bodys natural ability to control stress.

Another major cause of stress is anger. We should always try and release our anger instead of
blotting the same. The bottled anger causes frustration leading to stress. Here is one example
of a useful acronym-emotional A.C.E.

A: Assess accurately
C: Choose constructively
E: Express effectively

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COPING STRATEGIES FOR STRESS

Coping strategies may be categorized into a) Individual strategies, and b) Organizational
strategies.

INDIVIDUAL STRATEGIES
As an individual one has several techniques available to reduce his or her tension. More
prominent among them are time management, physical exercise, relaxation, yoga, social
support, situation control and unburdening oneself.

1. Time management: most of us are poor in time management. The result is feeling of
work overload, skipped schedules and attendant tension. The truth is if one can manage
time effectively, he or she can accomplish twice as much as the person who is poorly
organized. Some basic principles in time management are:
Preparing daily a list of activities to be attended to
Prioritizing activities by importance and urgency
Scheduling activities according to the priorities set, and
Handling the most demanding parts of a job when one is alert and productive

Effective time management results in:

Reduction in blood pressure
Clarity in thinking
Steep decrease in the consumption of tranquilizers
Relaxed feeling in action

2. Physical exercise: exercise in any form helps people to cope with the stress. It is for this
reason that people of all ages are seen taking early morning walk, or engaging themselves
in jogging, swimming or playing games.

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3. Relaxation: one can have relaxation through meditation, hypnosis, or biofeedback.

Whatever the method the objectives is that one must have deep relaxation where he or she
feels physically relaxed and detached from body sensations. 15 or 20 minutes a day of
deep relaxation releases tension and provides a person with a pronounced sense of
peacefulness. Importantly, significant changes in heart rate, blood pressure, and other
physiological factors result from achieving the deep relaxation condition.

4. Yoga: yoga is probably the most effective remedy for stress. Yoga has been used in our
countries. Its usefulness has not been realized with greater enthusiasm in our country and
abroad.
Yoga practices are several but the following are said to be useful to cope with the stress:
Annamaya kosha kriyas: traditional voluntary internal cleansing techniques,
yogasanas and shavasana.
Praanamaa kosha praanaama: five types of systematic regulated slow deep
respiration with or without breath-holding.
Manomaya kosha: meditation and devotional session.
Vijnanamaya kosha: analysis and understanding the nature of ones problems.
Anandamaa kosha: practicing joy under all circumstances.

Studies have revealed that yoga has cured several stress-related diseases. Datey et al. (1973)
and Patel (1973) showed that the practice of shavasana effectively reduced the blood
pressure. Yoga therapy has been found to be effectively in controlling asthma.

5. Social support: it is truism that people need benefit from social support. Applied as a
strategy to reduce job stress, this would entail forming close associations with trusted,
empathetic coworkers and colleagues who are good listeners and confidence builders.
These friends are there when needed and provide support to get the person through
stressful situations.

6. Control the situation: one must avoid unrealistic deadlines. He or she must do his or her
best and at the same time be aware of limits. It is impossible to please everyone.

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7. Open upto others: one must give vent to ones feelings, emotions, fears and frustrations
in the presence of others who care for him or her. This process of unburdening oneself
makes the individual feel relaxed and free from stress.

ORGANIZATIONAL STRATEGIES
We explained earlier that organizational factors like task and role demands and organizational
structures often cause stress. Now these stressors can be controlled by management.
Additionally, management might want to consider several strategies such as personnel
selection and placement, redesigning of jobs, participative decision-making, improved
communication and establishment of corporate wellness programmes.
1. Personal wellness: personal wellness is a term used to describe the pursuant of ones
physical and mental potential through a personal health promotion program. A supervisor
can impact personal wellness of his subordinates through positive example,
encouragement, and by practicing the basic concept and techniques of human resource
management. When the manager is successful in creating a healthy work climate and
environment, everyone should benefit from the increased capacity of people to handle
successfully the change and stress that inevitably accompanies their lives at work.

2. Improved communication: increased communication with employees reduces

uncertainty by lessening role ambiguity and role conflict.

3. Participative decision making: role stress is detrimental to a large extent because

employees feel uncertain about goals, expectations, how they will be evaluated and the
like. By giving these employees a voice in those decisions that directly affect their job
performances, managers should consider increasing employee participation in decision
making.

4. Job redesign: job redesign involves enriching jobs either by improving job content
factors or by improving core job characteristics. Enriched tasks will eliminate the stress
found in more routine and structured jobs.

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5. Selection and placement: certain jobs are more stressful than others. Individuals too
differ in their response to stress situations. Individuals with little experience or an external
locus of control, tend to be more stress-prone. Selection and placement decision should
take these facts into consideration. Obviously, while management should not restrict
hiring to only experienced individuals with an internal locus, such individuals may adapt
better to high stress jobs and perform those jobs more effectively.

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STRESS MANAGEMENT IN ORGANIZATIONS

The incidence of work-related stress is now growing so fast that professional people are more
likely to take time off work for stress-related illnesses than for back aches. Campaigns are
being launched world wide to raise employers awareness of the dangers of stress. Dealing
with stress is the challenge all employers must face. From office environments to conflict
resolution and seminars on dealing with change, there is a spate of preventive measures
companies can use to promote employee welfare. Employers now need to tackle the issue of
stress in the workplace with gusto, to prevent this new problem from becoming an epidemic.
Work doesnt have to be stressful. There is a way to reduce stress.

Since stress is felt virtually by all employees in all organizations, insights about managing
stress in organizations are vital. This section is built on the assumption that in order to
appropriately manage stress in organizations, managers must (1) understand how stress
influences worker performance, (2) identify where unhealthy stress exists in organizations,
and (3) help employees handle stress.

UNDERSTANDING HOW STRESS INFLUENCE WORKER PERFORMANCE

To deal with stress in an organization, managers must understand the relationship between
the amounts of stress felt by a workers performance. (This relationship is shown in the figure
as below). According to this figure, extremely high and extremely low levels of stress tend to
have negative effects on production. Additionally, increasing stress tends to increase
performance up to some point (point A in the figure). If the level of stress increases beyond
this point, performance will be deteriorate. In sum, from a performance viewpoint, having
individuals experience some stress is generally considered advantageous because it tends to
increase production. However, having individuals feel too much or too little stress is
generally considered disadvantageous because it tends to decrease production.
IDENTIFYING UNHEALTHY STRESS IN ORGANIZATIONS
After managers understand the impact of stress on performance. They must be able to
identify where stress exists within the organization. Once the existence of stress is
pinpointed, the managers must determine if the stress is at an appropriate level or if it is too
high or too low. Since most stress related organizational problems involve too much stress,
rather than too little, the reminder of this section focuses on undesirably high levels of stress.

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It can be difficult for managers to identify the people in the organization who are
experiencing detrimentally high levels of stress. Part of the difficulty is that people often
respond to high stress in different ways. Another part of the difficulty is that physiological
reactions to stress are hard, if not possible, for managers to observe and monitor. Such
reactions include high blood pressure, pounding heart, and gastrointestinal disorders.

Despite the difficulty, there are several observable symptoms of undesirably high stress levels
that managers can look for. These symptoms are as follows:
Constant fatigue
Low energy
Moodiness
Increased aggression
Excessive use of alcohol
Temper outbursts
Compulsive eating
High levels of anxiety
Chronic worrying

Managers who observe one or more of these symptoms in employees should investigate
further to determine if employees exhibiting the symptoms are indeed under too much stress.
If so, the managers should attempt to help the employees reduce or handle their stress.

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HELPING EMPLOYEES HANDLE STRESS

A stressor is an environmental demand that causes people to feel stress. Stressors are
common in organizational situations in which individuals are confronted by circumstances in
which their usual behaviors are inappropriate or insufficient and where negative
consequences are associated with not properly dealing with the situation. Organizational
change is an obvious stressor.

In addition to working in a focused manner on organizational change and other organizational

stressors after they are observed, management can adopt several strategies to help prevent the
development of unwanted stressors in organizations. Some of the strategies, which could be
followed, are:

1. Create an organizational climate that is supportive of individuals: Organizations of

today commonly seem to evolve into large bureaucracies with formal, inflexible,
impersonal climates. This type of set-up can lead to considerable job stress. Making the
organizational environment less formal and more supportive of employee needs will help
prevent the development of unwanted organizational stressors.

2. Make jobs interesting: in general, routine jobs that do not allow employees some degree
of freedom often result in undesirable employee stress. Managements focus on making
jobs as interesting as possible should help prevent the development of unwanted stressors
related to routine, boring jobs. Job rotation can also be taken up.

3. Design and operate career-counseling programs: considerable stress can be generated

when employees do not know what their next career step might be or when they take it. If
management can show employees what the next step will probably be and when it
realistically can be achieved, the development of unwanted organizational stressors in this
area can be discouraged.

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4. Participative decision-making: role stress is detrimental to a large extent because

employees feel uncertain about goals, expectations, how theyll be elevated, and the like.
By giving these employees a voice in those decisions that directly affect their job
performances, management can increase employee control and reduce this role stress. So
managers should consider increasing employee participation in decision-making.

5. Job redesign: redesigning jobs to give employees more meaningful work, more
autonomy, and increased feedback can reduce stress, because these factors give the
employees greater control over work activities and lessen dependence on others.

6. Goal setting: based on an expensive research it is found that, individuals perform better
when they have specific and challenging goals and receive feedback on how well they are
progressing towards these goals. The use of goals can reduce stress as well as provide
motivation. Specific goals that are perceived attainable clarify performance expectations.
Additionally, goal feedback reduces uncertainties as to actual job performance. The result
is less employee frustration, role ambiguity and stress.

7. Organizational communication: increasing formal communication with employees

reduces uncertainty by lessening role ambiguity and role conflict. Given the importance
that perceptions play in moderating the stress-response relationship, management can also
use effective communication as a means to shape employee participations.

8. Wellness programs: another important point would be to offer organizationally

supported wellness programs. These programs focus on the employees total physical
mental condition. For example they typically provide workshops to help people quit
smoking, control alcohol use, lose weight, eat better, and develop a regular exercise
program. The assumption underlying most wellness programs is that employees need to
take personal responsibility for their physical and mental health. The organizations
merely a vehicle to facilitate this end. Organizations, of course, arent altruistic. They
expect a payoff from their investment in wellness programs. And survey affirms that most
of those firms that have introduced wellness programs have found the benefits to exceed
the costs.

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HOW TO SURVIVE STRESS

Here is a seven-stem survival plan. Remember to PLEASE yourself to a T.
P Plan: Disorganization can breed stress having too many projects going on
simultaneously often to confusion and forgetfulness when uncompleted projects are
hanging over your head. When possible, take on projects one at a time and work on them
until completed.
L Learn to tolerate: Many of us set unreasonable goals, and since we can never be
perfect, we often have a sense of failure no matter how well we perform. So set
reasonable goals for yourself.
E Enjoy life: You need to escape occasionally from the pressure of life and have fun.
Find activities that are absorbing, and enjoyable no matter what your level of ability or
skill at doing them.
A Assert positive attitudes: Learn to praise the things you like in others. Focus upon
the good qualities that those around you possess.
S Set tolerance limits: Intolerance of others leads to frustration and anger. An attempt
to really understand the way other people feel can make you more accepting of them.
E Exercise: First, check with your doctor before beginning any exercise program. Then,
select an exercise program you will enjoy. You will be more likely to stay with a program
you yourself chose, especially if you pick one that you really enjoy rather than one that is
drudgery.
T Talk out tensions: Find a friend, a member of the clergy, a counselor or a
psychologist with whom you can be open. Expressing your bottled-up tension to a
sympathetic ear can be incredibly helpful in relieving it. Even if no solutions are reached,
you may feel better about addressing your problems after releasing these tensions.

56

ANALYSIS &
INTERPRETATION
PART-A

57

PART A ANALYSIS

1) Age:

Years

No. of Respondents

Percentage

20-30

15

50

31-40

12

40

41-50

02

07

51 and above

01

03

As majority of the respondents are below 40 years this aspect may be considered as
advantage in capitalizing their potential.

2) Education Qualification:

Particulars

No. of Respondents

Percentage

Diploma

03

Graduates

22

74

Post Graduates

07

23

As majority of the respondents are graduates and diploma holders, they may be encouraged to
pursue higher studies to become graduates. So also graduates to acquire post graduation as
knowledge is an asset in any company.

58

3) Position:

Particulars

No. of Respondents

Percentage

Junior executive

14

47

Middle management

09

30

Senior management

07

23

None [undefined position]

Company is presently in right stage for planning their careers. Job rotation and executive
development including organizational development are areas which require attention of
management.

4) Monthly Income:

Particulars

No. of Respondents

Percentage

Less than Rs. 10,000

24

80

10,000-15,000

04

14

15,000-20,000

01

03

20,000 and above

01

03

Employment stability depends among other factors. On salary and benefits. Company has to
ensure the employees receive the same and equitable levels of salary and benefits that is
prevailing in similar industries.

59

5) House:

Particulars

No. of Respondents

Percentage

Own

15

50

Rented

09

30

Lease

06

20

House: owning a house indicates their standard of living and their status in the society. It also
brings about certain amount of stability in the lives of the respondents.

6) Vehicle:

Particulars

No. of Respondents

Percentage

Two wheeler

15

50

Four wheeler

03

10

Public conveyance

12

40

Majority of the respondents own a vehicles which saves their time waiting for other means of
transportation and can reach their work place on time without any tension.

7) Marital Status:
Particulars

No. of Respondents

Percentage

Bachelor

02

07

Spinster

06

20

Married

22

73

Divorced

widowed

As majority of the respondents are married, they will have family responsibility and so they
will definitely look for jobs providing them with job security and prosperity.

60

8) Children:
Particulars

No. of Respondents

Percentage

Kinder Garten(M/F)(no.)

08

40

Primary school(M/F)(no.)

07

35

Middle school(M/F)(no.)

High school(M/F)(no.)

02

10

P.U. College(M/F)(no.)

03

15

Graduate(M/F)(no.)
Post-graduate(M/F)(no.)

Majority of the respondents children are in the kindergarten and they would want to give
their children with good educational opportunities.

9) Time spent with family:

Particulars

No. of Respondents

Percentage

2 hrs

08

27

2-3 hrs

07

23

3 hrs and above

15

50

After office hours majority of the respondents spend most their time with their family. This
shows that they are family oriented and leads to mutual co-existence.

10) Time spent in office:

Particulars

No. of Respondents

Percentage

8 hrs

05

17

8-10 hrs

21

70

10 hrs and above

04

13

From the response received it can be seen that majority of the respondents work up to 10 hrs
a day. So they ought to be provided with a stress free environment to work and given ample
opportunity for career growth.

61

11) How do you spend your weekend:

Particulars

No. of Respondents

Percentage

At home

28

94

At club

At resort

At office

02

06

As majority of the employees spend their time at their residence, weekly outing, parties,
cultural programmes, sports and other events can be arranged not only for employees but also
for the members of family as it would be a motivating activity.

12) How often have you changed your job:

Particulars

No. of Respondents

Percentage

No change of jobs

11

37

2 jobs

13

44

3-4 jobs

02

06

4-5 jobs

01

03

5 and above

03

10

13) What was the reason to change the job:

Particulars

No. of Respondents

Percentage

Better prospects

16

54

No job satisfaction

02

06

Pressure of unplanned work

01

03

Convenience

11

37

No challenge

62

14) You prefer:

Particulars

No. of Respondents

Percentage

Job and high salary

09

30

Job and status

02

06

Both

19

64

For tables (13), (14) and (15).

Even though majority of the employees have previous experience, there is a tendency that
they are likely to leave the company if the present employment does not provide satisfaction.
Exit interviews could be very useful for finding out this attitude.

15) Your hobbies:

Particulars

No. of Respondents

Percentage

Reading

13

44

Writing

06

20

Playing games

06

20

Others

05

16

None

Indulging in hobbies is a mode of de stress to the body. It is essential part of the modern day
life. Majority of the respondents have opted reading as a hobby through which they can gain
knowledge and also take away their mind from other worries and tension.

63

16) Your habits:

Particulars

No. of Respondents

Percentage

Smoking

01

03

Drinking (liquor)

01

04

Others

02

06

None

26

87

Gambling

Majority of the respondents dont indulge in any of the above habits and as such are aware
that all these are only temporary answers to their stress and dont give any permanent
solution.

17) Your qualification:

Particulars

No. of Respondents

Percentage

Diploma

01

03

Graduation

21

70

Post-Graduation

08

27

Majority of the respondents are graduates and as such can be given the encouragement for
further studies and improve their career goals.

18) Does your qualification match with the job you are presently doing:

Particulars

No. of Respondents

Percentage

Yes

11

37

No

08

26

Can not say

11

37

Qualification and job should match with each other to provide job satisfaction and motivation
to improve our career goals, in the absence of which we would only be doing a mechanical
job.

64

PART B ANALYSIS

65

PART B ANALYSIS
Table No.1: table showing feeling of anxiety every morning the respondents wakes up.
Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
7
18
4
1
30

Percentage (%)
23
60
13
4

GRAPH-1

60
50
40

No. of
Respondents in 30
(%)

Percentage (%)

20
10
0
Never

Sometimes

Often

Always

Particulars

Concept: Anxiety is the state of being tense and a feeling of uneasy. Too much stress can
lead to anxiety and fear. A small amount of anxiety is called worry and this stays with us
until the problem is sorted out. The panic attack is an extreme response to anxiety.

Analysis: From the response received it is observed that 60% of the respondents wake up
with a feeling of anxiety in the morning. 23% of the respondents have expressed that they
Never have a feeling of anxiety and 4% always which is significant.

Interpretation: In view of the above analysis it may be evaluated that work related stress
also cause Anxiety while getting up from sleep, which depends on severity of stress and
sleeplessness and thereon.

66

Table No.2: Table showing whether the respondents sometimes have trouble falling asleep
when alone or during journey.
Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
15
12
02
01
30

Percentage (%)
50
40
6
4

GRAPH-2
50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0

Percentage (%)

Never

Sometimes

Often

Always

Particulars

Concept: Having trouble falling asleep when alone or during journey or even otherwise is a
very common phenomenon of stress. This sleeping disability is due to unpleasant feelings,
which a person is experiencing and is an unhealthy sign. It is a stress reaction.
Analysis: It is seen from the data that 50% of the respondents dont experience this problem.
However, 40% of them experience this sometimes and about 4% of them always have a
problem falling asleep when alone or during journey.
Interpretation: Hence it is understood that though majority of the respondents dont have
any sleeping disorders, the remaining 50% go through this stress symptoms either sometimes
or always. This might be a consequence of either a situational anxiety or depression.

67

Table No.3: Table showing whether the respondents when under pressure often search for a
cigarette, a drink or a tranquilizer.
Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
29
01
30

Percentage (%)
97
3
-

GRAPH-3

100
90
80
70
No. of
60
Respondents in 50
(%)
40
30
20
10
0

Percentage (%)

Never

Sometimes

Often

Always

Particulars

Concept: Drinking too much of alcohol, caffeine to unwind smoking to calm oneself and
taking tranquilizers or sleeping pills to hide from stress are all stress symptoms. These offer
only momentary relief, but are in no way successful ways of relieving stress.
Analysis: From the feedback received it is evident that 97% of the respondents never reach
either for a cigarette, a drink or a tranquilizer when under pressure. Its only 3% of the
respondents who reach for them when under pressure.

Interpretation: Hence, it is confirmed that either drinking alcohol or cigarette smoking are
not stress releasing factors, but they show nervous disability.

68

Table No.4: Table showing whether the respondents would easily become irritated over
everyday matters.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
09
17
04
30

Percentage (%)
30
57
13
-

GRAPH-4
60
50
40
No. of
Respondents in 30
(%)
20

Percentage

10
0
Never

Sometimes

Often

Always

Particulars

Concept: Being irritated, is when we loose our cool and get annoyed when faced with
everyday delays and frustrations. Occupational stress makes a person irritated and will lack
patience.

Analysis: From the feedback received, it is seen, that 57% of the respondents get irritated by
everyday matters, while 30% of them never get irritated and 13% have often-such feelings.

Interpretation: In view of the above response getting irritated depends on personal

characteristics and not on work related stress factors. There are people who are composed as
seen above, who are not irritated, not because of lack of stress, but because of personal
abilities.

69

Table No.5: Table showing whether the respondents experience headaches or stomach ache
under pressure.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
11
13
05
01
30

Percentage (%)
37
43
17
03

GRAPH-5
45
40
35
30

No. of
25
Respondents in
20
(%)
15

Percentage (%)

10
5
0
Never

Sometimes

Often

Always

Particulars

Concept: Developing a headache or stomach ache under pressure is a stress reaction. This
may be either an occupational stress or a personal stress.

Analysis: It is seen here that 43% of the respondents experience headaches and stomachaches
under pressure. About 37% of them never experience such pressure and 3%of them always
experience pressure and headaches.

Interpretation: Thus, it is confirmed that work or occupational stress Also cause head aches
under pressure among certain fearful situations as anxious moments.

70

Table No. 6: Table showing whether the respondents are able to relax and have fun.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
01
12
12
05
30

Percentage (%)
3
40
40
17

GRAPH-6
40
35
30
25
No. of
Respondents in 20
(%)
15

Percentage (%)

10
5
0
Never

Sometimes

Often

Always

Particulars

Concept: Recreation and relaxation are modes of managing stress.

Analysis: From the feedback it is seen that 40% of the respondents sometimes have fun and
another 40% often have fun and are able to relax while, 3% of them are never able to relax
and have fun it is good to see that 17% of the respondents always are able to relax and have
fun.

Interpretation: From the above analysis it can be interpreted that a major portion of the
respondents are able to relax and have fun, which means they know how to influence their
body functions to relieve the effects of stress and anxiety.

71

Table No. 7: Table showing whether the respondents are exhausted by daily demands at
work and home.
Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
04
20
04
02
30

Percentage (%)
13
67
13
7

GRAPH-7
70
60
50
No. of
40
Respondents in
30
(%)

Percentage (%)

20
10
0
Never

Sometimes

Often

Always

Particulars

Concept: Being exhausted by daily demands at work and home is a stress related malady. It
may be termed as a by-product of stress. Theres no escaping it. Only the magnitude of
exhaustion differs from each individual.

Analysis: It is seen from this table that 67% of the respondents are only sometimes being
exhausted by these daily demands at work and home. While 13% of them are never exhausted
and 13% of them are often exhausted. It is only 7% of them who are always exhausted by the
demands at work and home.

Interpretation: Hence, it is evident that occupational stress coupled with domestic demands
makes a person exhaustive physically and mentally. Exhaustion may be a result of meeting
unrealistic deadlines for the completion of difficult tasks.

72

Table No. 8: Table showing whether the respondents feel empty, no matter, how much
success they have.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
10
15
04
01
30

Percentage (%)
33
50
13
4

GRAPH-8

50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0

Percentage (%)

Never

Sometimes

Often

Always

Particulars

Concept: This is a concept where in individuals are not happy or satisfied with the success
they are having. This situation arises when they have not much time left after tasting success
to enjoy it.

Analysis: About 50% of the respondents experience this kind of emptiness sometimes. About
33% of them never and 4% of them always.

Interpretation: Majority of the respondents experience this empty feeling as they are not
able to give back from what success they have. This aspect emphasizes that the level of job
satisfaction among respondents is not distinct and therefore suffer from anxiety and
ambiguity.

73

Table No. 9: Table showing whether the respondents feel insecure about their job.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
16
12
01
01
30

Percentage (%)
53
40
3
4

GRAPH-9

60
50
40
No. of
Respondents in 30
(%)
20

Percentage (%)

10
0
Never

Sometimes

Often

Always

Particulars

Concept: The insecurity of job is an important stressor. It produces waves of anxiety and
depression. This uncertain feeling leads to withdrawal in some employees. Low confidence
level usually leads to insecurity of job.

Analysis: About 53% of the respondents never experience insecurity of job, while 40% of
them sometimes feel insecure about their job.

Interpretation: it is clear that if job security is threatened stress can increase dramatically.

74

Table No. 10: Table showing whether the respondents have problem coping with their
current job.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
21
06
03
30

Percentage (%)
70
20
10
-

GRAPH-10

70
60
50
No. of
40
Respondents in
30
(%)

Percentage (%)

20
10
0
Never

Sometimes

Often

Always

Particulars

Concept: Coping with the current job, is whether an individual is able to do justice to his/her
job? Whether the job is satisfying and whether it has any intellectual involvement of that
person or he/she is doing the job mechanically? It is to see whether or not an individual fits
into an organization and whether their skills and abilities are put to use or not.

Analysis: Nearly 70% of the respondents have no problem coping with their current job,
while 20% of them sometimes have problem and 10% of them often have problem coping
with their current jobs.

Interpretation: here, it is understood that majority of the respondents have no problem

coping with their current job.

75

Table No. 11: Table showing whether the respondents are doing the kind of job they want to
do.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
06
06
08
10
30

Percentage (%)
20
20
27
33

GRAPH-11

35
30
25
No. of
20
Respondents in
15
(%)

Percentage (%)

10
5
0
Never

Sometimes

Often

Always

Particulars

Concept: Liking or disliking is one of the root causes of stress at the workplace. It is a
situation where a person is doing a job, which is not matching his/her skill sand abilities. It
might lead to frustration and ambition disappearance.

Analysis: It is seen here, that about 33% of the respondents are always doing the kind of job
they want to do. But 40% of the respondents sometimes or never do the kind of job they want
to do.

Interpretation: Hence, this analysis can be interpreted, as that majority of the respondents
are not doing the kind of job they want to do, as their qualifications and interest dont match
their current job. This ultimately results in poor quality output. It also results in poor jobsatisfaction, which in turn results in high absenteeism.

76

Table No. 12: Table showing whether the respondents are having problem with their
colleagues at work.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
15
14
01
30

Percentage (%)
50
47
3

GRAPH-12

50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0

Percentage (%)

Never

Sometimes

Often

Always

Particulars

Concept: A poor relation with colleagues is a major stress cause at work place. Conflicting
personalities and behavior may lead to poor relations with colleagues at work. The relation
can be stressed when two or more people must work together even though their personalities,
attitudes and behavior differ.

Analysis: Here, it is observed that majority of the respondents have no problem with their
colleagues at work. 47% of them sometimes have problems and 3% of them always have
problem.

Interpretation: This analysis shows that majority of the respondents have no problem with
their colleagues at work which is a good sign, though they sometimes have trouble.

77

Table No. 13: Table whether the respondents have trouble with their organizational politics.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
17
10
03
30

Percentage (%)
57
33
10
-

GRAPH-13

60
50
40
No. of
Respondents in 30
(%)
20

Percentage (%)

10
0
Never

Sometimes

Often

Always

Particulars

Concept: organizational politics relates to the way people gain and use power in
organizations to influence each other.

Analysis: Here, it is seen that 57% of the respondents have no trouble with the organizational
politics. However, about 33% of them sometimes have trouble and around 10% of them often
are experiencing trouble with the organizational politics.

Interpretation: From the above analysis, it can be interpreted that majority of the
respondents have no trouble with their organizational politics.

78

Table No. 14: Table showing whether the respondents are trapped under any such
circumstances that they just have to live with it.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
17
12
01
30

Percentage (%)
57
40
03

GRAPH-14

60
50
40
No. of
Respondents in 30
(%)
20

Percentage (%)

10
0
Never

Sometimes

Often

Always

Particulars

Concept: Trapped under any such circumstances that an individual has to live with is cope
with things for the sake of sustenance. It is a feeling where one feels that he/she is a victim of
circumstances.

Analysis: Here around 57% of the respondents feel that they are never trapped under such
circumstances that they have to just live with, but 40% of them feel that sometimes they are
trapped. It is just about 3% who feel that they are always trapped under such circumstances.

Interpretation: Hence, it may be presumed that being trapped under such circumstances
where we just have to live with depends on the individual characteristics and personality as
human life is multidimensional with interdimensional issue of emotions.

79

Table No.15: Table showing the respondents are not able to catch up with their schedule, no
matter how hard they work.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
09
17
02
02
30

Percentage (%)
30
57
07
06

GRAPH-15

60
50
40
No. of
Respondents in 30
(%)
20

Percentage (%)

10
0
Never

Sometimes

Often

Always

Particulars

Concept: Time management is the essence of life in general and business organizations in
particular. Lack of it definitely results in stress and tension at individual and organizational
level.

Analysis: It is revealed that 57% of the respondents have sometimes trouble catching up with
their schedule, while 30% never have problem catching up with their schedule and 13% of
them have often or always trouble in catching up with their schedule.

Interpretation: From the above analysis, it can be seen that majority of the respondents have
this problem of catching up with schedule, however hard they work. Ineffective time
management is like an epidemic it spreads inefficiency from one level to another like a wild
fire.

80

Table No. 16: Table showing whether the respondents take up too many responsibilities.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
02
17
07
04
30

Percentage (%)
07
57
23
13

GRAPH-16

60
50
40
No. of
Respondents in 30
(%)
20

Percentage (%)

10
0
Never

Sometimes

Often

Always

Particulars

Concept: taking on too many responsibilities may either be a work stress or a personal stress.
It is a task demand stressor. It occurs when a person simply has more work to do than he/she
can handle. It causes tension and anxiety.

Analysis: Here, 57% of the respondents sometimes take up too many responsibilities and
23% often. But, 13% of them never take up too many responsibilities.

Interpretation: It is evident that majority of the respondents take up too much of

responsibilities leading to a heavy workload and anxiety.

81

Table No.17: Table showing whether the respondents are embarrassed to ask for help.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
20
07
01
02
30

Percentage (%)
67
23
03
07

GRAPH-17

70
60
50
No. of
40
Respondents in
30
(%)

Percentage (%)

20
10
0
Never

Sometimes

Often

Always

Particulars

Concept: this is a stressor where in the respondents hesitates to ask help from others i.e.
colleagues at work place or friends or relatives at home. Lack of control over a situation,
because of lack of experience or qualification, leads to helplessness and are also embarrassed
to ask for help.

Analysis: Here, 67% of the respondents have expressed that they never hesitate to ask for
help, though 23% of them have responded that they sometimes are embarrassed from asking
help. It is only 7% of them who have expressed that they always are embarrassed to ask help.

Interpretation: therefore, it can be seen that majority of the respondents are not embarrassed
to ask for help from others and shows that they are open self and are open for suggestions and
help.

82

Table No. 18: Table showing whether the respondents become impatient with delays or
interruptions.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
07
15
05
03
30

Percentage (%)
23
50
17
10

GRAPH-18

50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0

Percentage (%)

Never

Sometimes

Often

Always

Particulars

Concept: For many of us, the ability to stay calm and healthy depends on small things. Our
own reactions or over reactions are the sole factors that cause stress. Daily hassles seem like a
personal curse.

Analysis: 50% of the respondents have expressed that they become impatient with delays or
interruption, while 23% of them never become impatient. But, 10% of them have responded
that they always loose their patience over delays and interruptions.

Interpretation: It is clear that, majority of the respondents are patient enough having
sufficient control over themselves.

83

Table No. 19: Table showing whether the respondents control their anger.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
02
09
14
05
30

Percentage (%)
07
30
47
16

GRAPH-19

50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0

Percentage (%)

Never

Sometimes

Often

Always

Particulars

Concept: Controlling anger without reacting to a situation takes its toll on our emotional well
being and even on our physical health, as we dont examine our feelings.

Analysis: From the response received it is seen that 47% of the respondents have expressed
that they often control their anger and 16% always. But 7% of them never control their anger.
Interpretation: It can be understood that the respondents control their anger and dont give
way to the release of their emotions and feelings.

84

Table No. 20: Table showing whether the respondents feel a lot of their stress is due to forces
beyond their control.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
04
14
07
05
30

Percentage (%)
13
47
23
17

GRAPH-20

50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0

Percentage (%)

Never

Sometimes

Often

Always

Particulars

Concept: Most of our stress is often unrecognized until it takes its toll on us. Many a times it
is our daily schedule and our role demands, which create stress.

Analysis: It is found that 47% of the respondents sometimes feel that their stress is due to
forces beyond their control, while, 23% often feel so. But, it is 17% of them who always feel
that their stress is due to forces beyond their control.

Interpretation: This is an individual stressor and varies from each person. Each stage of the
life cycle loses it own challenges and problems. As, majority of them feel that a lot of their
stress is due to forces beyond their control it only indicates their life pattern.

85

Table No. 21: Table showing whether poor office infrastructure contributes to the stress of
the respondents.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
12
09
05
04
30

Percentage (%)
40
30
17
13

GRAPH-21

40
35
30
25
No. of
Respondents in 20
(%)
15

Percentage (%)

10
5
0
Never

Sometimes

Often

Always

Particulars

Concept: A poor infrastructure is an organizational stressor. Infrastructure is the basic

necessity at the work place. When this is not attended to properly it leads to physical stress.

Analysis: It is seen that 40% of the respondents have answered that they never have a
problem with the office infrastructure, 30% of them have e3xpressed that they sometimes
have stress due to poor office infrastructure, while 13% of them always have stress with the
poor office infrastructure.

Interpretation: It is clear that office infrastructure needs some improvement, as it is a stress

factor in the organization.

86

Table No. 22: Table showing whether poor HR policies contribute to the stress of the
respondents.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
13
09
06
02
30

Percentage (%)
43
30
20
07

GRAPH-22

45
40
35
30

No. of
25
Respondents in
20
(%)
15

Percentage (%)

10
5
0
Never

Sometimes

Often

Always

Particulars

Concept: HR policies (Human Resource) are very important aspect in any organization to
assure consistent treatment of all personnel throughout the organization.

Analysis: Data shows that 43% of the respondents have never have stress due to poor HR
policies, while 50% of them have sometimes or often have stress due to poor HR policies and
7% of them have always under gone stress due to this factor.

Interpretation: It can be presumed that as majority of the respondents have sometimes or

often experience stress due to this factor, it affects the organizations effectiveness.

87

Table No. 23: Table showing whether discrimination at the work place lead to respondents
stress.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
12
12
03
03
30

Percentage (%)
40
40
10
10

GRAPH-23
40
35
30
25
No. of
Respondents in 20
(%)
15

Percentage (%)

10
5
0
Never

Sometimes

Often

Always

Particulars

Concept: Discrimination at work place may be based on sex, religion, caste, educational
qualification etc. it is being exposed to the aliment of favoritism. The diverse work force in
an organization leads to discrimination and to pick and choose for bonus, incentives,
promotions etc. this leads to mental and emotional stress.

Analysis: The response states that 40% of the respondents have expressed that they never
have faced discrimination. 40% of them expressed that they sometimes have been stressed
due to discrimination at work place and 10% each have responded that they either often or
always experience discrimination leading to their stress.

Interpretation: Discrimination at the work place, at whichever level has to be eliminated.

An organization should comply with the legislations prohibiting discrimination and provide
the employees with equal opportunities to overcome the discriminatory barriers. It is evident
here that respondents are stressed due to this factor.

88

Table No. 24: Table showing whether absence of HR administration and transparency in the
working of the organization contributes to respondents stress.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
15
08
04
03
30

Percentage (%)
50
27
13
10

GRAPH-24

50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0

Percentage (%)

Never

Sometimes

Often

Always

Particulars

Concept: absence of HR administration and transparency in the working of the organization

definitely contributes to an employees stress.

Analysis: The response states that 50% of the respondents have no stress due to the absence
of HR admin, 27% sometimes have stress due to this factor and 10% always have stress due
to this factor.

Interpretation: It is clear that as majority of the respondents never feel that this factor
contributes to their stress, that there is a good HR administration and also transparency in the
working of the organization.

89

Table No. 25: Table showing whether the delayed performance appraisal formulation in
respondent contributes to his/her stress.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
14
13
02
01
30

Percentage (%)
47
43
07
03

GRAPH-25

50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0

Percentage (%)

Never

Sometimes

Often

Always

Particulars

Concept: Performance appraisal is the assessment of the individual performance in a

systematic way in an organization. It has to be done periodically to rate the employees
efficiency and to motivate him to do better.

Analysis: It is found that 47% of the respondents have never experienced stress due to delay
performance appraisal, 43% sometimes have experienced stress and 3% always have
experienced stress due to this factor.

Interpretation: It can be presumed that there is a regular performance appraisal in the

company.

90

Table No. 26: Table showing whether family responsibilities and dissatisfied personal
relationships contribute to the respondents stress.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
17
11
02
30

Percentage (%)
57
37
06

GRAPH-26

60
50
40
No. of
Respondents in 30
(%)
20

Percentage (%)

10
0
Never

Sometimes

Often

Always

Particulars

Concept: Stress may either be a personal or an occupational stress. Family responsibilities

and also dissatisfied personal relations contribute immensely to a persons stress.

Analysis: To this factor of stress, 57% of the respondents have expressed that they never
experience this kind of a stress, while 37% of them have expressed sometimes they feel
stressed by this factor and it is 6% who feel always stressed by this factor.

Interpretation: It is evident that as majority of the respondents have never been stressed by
this factor they are able to lead a balanced life.

91

Table No. 27: Table showing whether the respondent being a procrastinator and a
perfectionist is contributing to his/her stress.

Sl. No.
1
2
3
4

Particulars
Never
Sometimes
Often
Always
Total

No. of Respondents
15
12
03
30

Percentage (%)
50
40
10
-

GRAPH-27

50
45
40
35
No. of
30
Respondents in 25
(%)
20
15
10
5
0

Percentage (%)

Never

Sometimes

Often

Always

Particulars

Concept: being a procrastinator and a perfectionist is a stressor

Analysis: From the data collected it is seen that 50% of the respondents have expressed that
procrastination and perfection have never been a cause of stress. 40% have felt that it affects
them sometimes and 10% have often been stressed by this factor.

Interpretation: thus, it is understood that this is a stress causer and should be minimized as
much as possible.

92

FINDINGS
93

FINDINGS
As per the observation in the study, it is found that:

1. The respondents are from different age brackets and educational and financial
background.

2. Majority of the respondents have changed two jobs in search of better prospects.

3. The respondents are well aware to understand the need for stress management.

4. The respondents have indicated anxiety as a work stress due to lack of competency and
the hesitancy in accepting change.

5. The respondents are able to relax and influence their body functions to relieve the effects
of stress and anxiety.

6. The respondents indicate that they are exhausted by daily demands at work and home
especially the women employees.

7. The level of job satisfaction among the respondents is not distinct and hence they suffer
from anxiety and ambiguity.

8. There is no job insecurity among the respondents.

9. The respondents have no problems with their colleagues at work.

10. There exists no organizational politics i.e. the employees are not victimized due to
discrimination, favoritism etc.

11. The respondents take up too much of responsibilities at work place.

12. Most of the respondents are open self.

94

13. Delays or interruptions do bother the respondents at work place.

14. Most of the respondents stress is caused by both personal factors and work related
factors.

15. Poor infrastructure is a factor of stress at work place.

16. Poor HR policies are a cause for stress.

17. The respondents experience workload as a consequence of unequal distribution of work.

18. Each of the respondents has their own methods of managing and balancing their stress
and has regarded their hobbies as a good mode to de-stress.

95

CONCLUSION

96

CONCLUSION

STRESS AT A GLANCE
Stress is normal part of life that can either help us learn and grow or can cause us significant
problems. Stress releases powerful neurochemicals and hormones that prepare us for action
(to fight or flee). If we don't take action, the stress response can create or worsen health
problems. Prolonged, uninterrupted, unexpected, and unmanageable stresses are the most
damaging types of stress.
Stress can be managed by regular exercise, meditation or other relaxation techniques,
structured time-outs, and learning new coping strategies to create predictability in our lives.
Many behaviors that increase in times of stress and maladaptive ways of coping with stress
drugs, pain medicines, alcohol, smoking, and eatingactually worsen the stress and can
make us more reactive (sensitive) to further stress. While there are promising treatments for
stress, the management of stress is mostly dependent on the willingness of a person to make
the changes necessary for a healthy lifestyle.
MAKE STRESS WORK FOR YOU
Managing stress can help you have less pain and feel healthier. It can also help you cope with
the extra demands made on you by your disease. By following these suggestions, you may be
able to get stress to work for you instead of against you.
Learn to identify those situations you can do something about and those you can't. Work at
reducing the cause of your stress by communicating better, and respecting your limits of
energy and pain. Simplify your life, "look on the bright side," and develop and keep a sense
of humor. Prepare for stressful events by getting extra rest. Remember that you can't change
others. Keep in mind that no one is perfect. Seek professional help for serious problems.
Practice relaxation methods to overcome the effects of stress that you can't avoid. Engage in
hobbies and simple pleasures that give you joy. Finally, remember that managing stress is
your job. With stress under control, it'll be easier to keep your health under control.

97

The researcher as a student of Human Resource Management undertook the field study with
special interest in stress management. One of the methods of improving the productivity of
any organization is to effectively deal with the work stress and environment. In todays
highly stressful world, our health and performance depends, to a large extent, on remaining
calm under pressure, alert yet relaxed.

Hence, stress management in any given organization should be developed and therefore it has
come to say and not a mere jargon.

Based on the findings recorded the field study can be concluded by stating that there is a
consensus amongst the respondents that stress is an inevitable factor of a persons life, but
the same has to be controlled and use only the positive aspects of stress.

98

SUGGESTIONS

99

SUGGESTIONS
1. The organization may have issues that need redress, yet the employees would hesitate to
address them due to reasons ranging from job insecurity, fear of ruffling managements
feathers or inability to deal with conflicts.
2. This adds to the workers stress and affects the productivity as well. So, it is suggested to
better the employee-friendly atmosphere, increase management-employee interaction and
the management should be approachable to address the issues.

3. A program of time management along with review of workload at each level may have to
be taken up.

4. Add value to the organization through preventive and promotive healthcare programmes.

5. The office infrastructure can be spruced up and care taken towards building an
involvement ambiance and a conducive work environment.

6. Can organize events to promote team building and conduct informative workshops, quiz,
and group discussions to increase awareness and to distress the employees.

7. The purpose-people-process doctrine can be the best way to build a strong company and
inspire employees to move from the chaltha hai to hum honge kaamyab attitude.

100

QUESTIONNAIRE

101

QUESTIONNAIRE

A STUDY ON STRESS MANAGEMENT

PART-A
student of MBA, 4th semester, studying at Karnataka state open

university. As a part of the MBA program, I have produced this questionnaire regarding A
STUDY ON STRESS MANAGEMENT IN IT-INDUSTRY.

I would be grateful to you, if you could spend sometime to answer the following questions.

PERSONAL PARTICULARS

1. AGE-

2. EDUCATION QUALIFICATION-

3. MONTHLY INCOMEa) Rs 10,000

b) 10,000-15,000
c) 15,000-20,000
d) 20,000 and above

4. HOUSEa) own
b) rented
c) lease

5. VEHICLEa) two wheeler

b) four wheeler
c) public conveyance

102

6. MARITAL STATUSa) bachelor

b) spinster
c) married
d) divorced
e) widowed

7. CHILDREN-

Level

Gender

Number

(male/female)
a) kindergarten
b) primary school
c) middle school
d) high school
e) pre university college
f) graduate
g) post-graduate

8. TIME SPENT WITH FAMILYa) 2 hrs

b) 2-3 hrs
c) 3 hrs and above

9. TIME SPENT IN OFFICEa) 8 hrs

b) 8-10 hrs
c) 10 hrs and above

103

10. HOW DO YOU SPEND YOUR WEEKENDa) at home

b) at club
c) at resort
d) at office

11. HOW OFTEN HAVE YOU CHANGED YOUR JOBa) 2 jobs

b) 3-4 jobs
c) 4-5 jobs
d) 5 and above

12. WHAT WAS THE REASONa) no challenge

b) better prospects
c) no job satisfaction
d) pressure of unplanned work

13. YOU PREFERa) job and high salary

b) job and status
c) both

14. YOUR HOBBIESa) reading

b) writing
c) playing games
d) others (specify)
e) none

104

15. YOUR HABITSa) smoking

b) drinking (liquor)
c) gambling
d) others (specify)
e) none

16. YOUR QUALIFICATIONa) diploma

b) graduation
c) post-graduation

17. DOES YOUR QUALIFICATION MATCH WITH THE JOB YOU ARE
PRESENTLY DOINGa) yes
b) no
c) cannot say

105

PART-B

On a four point scale please rate your response. Please note:

1=always (A) 2=often (O) 3=sometimes (S) 4=never (N)

1. Do you have a feeling of anxiety every morning you wake up? ( )

2. Do you sometimes have trouble falling asleep when alone or during journey? ( )

3. When under pressure do you often reach for a cigarette, drink or a tranquilizer? ( )

4. Do you easily become irritated over every day matters? ( )

5. Do you experience head aches or stomach ache under pressure? ( )

6. Are you able to relax and really have fun? ( )

7. Are you exhausted by daily demands at work and home? ( )

8. Do you feel empty, no matter how much success you have? ( )

9. Are you insecure about your job? ( )

10. Do you have a problem coping with your current job? ( )

11. Are you doing the kind of job you want to do? ( )

12. Do you have problems with your colleagues at work? ( )

13. Do you have trouble with your organizational politics? ( )

106

14. Are you trapped under any such circumstances that you just have to leave with? ( )

15. Is it that you are not able to catch up with your schedule, no matter how hard you work?()

16. Do you take up too many responsibilities? ( )

17. Are you embarrassed to ask for help? ( )

18. Do you become impatient with delays or interruptions? ( )

19. Do you express or control your anger? ( )

20. Do you feel that a lot of your stress is due to forces beyond your control? ( )

107

BIBLIOGRAPHY

108

BIBLIOGRAPHY

Dr.K.Ashwathappa, Organization Behavior, Himalaya Publishing House, Fourth

Revised Edition.
Stephen P. Robbins, Organization Behavior Concepts, Controversies And
Application, Prentice-Hall of India Pvt Ltd, Ninth Edition.
Douglas A. Benton, Applied Human Relations-An Organizational Approach.
Dr. M.J. Mathew, Organization Theory And Behavior.
Dr. Mike Smith, Stress.
Samuel C.Certo, Principles Of Modern Management, Functions And Systems
Stephen P. Robbins, Organization Behavior Concepts, Controversies And
Application.

109