Beruflich Dokumente
Kultur Dokumente
IN
National Thermal Power Corporation LTD
Ramagundam
A
PROJECT REPORT
SUBMITTED TO
KAKATIYA UNIVERSITY
In Partial Fulfillment of Requirement For The Award Of The
"Master of Business Administration"
By
K.REKHA REDDY
(070 18C-l028)
1
DECLARATION
I hereby declare that this project ‘‘STRESS MANAGEMENT”
done in NTPC Ramagundam is original work by him for the award of partial
fulfillment of the degree of MASTER OF BUSINESS
ADMINISTRATION in HUMAN RESOURCE MANAGEMENT to
"UNIVERSITY P.G. COLLEGE’’ Godavarikhani “KAKATIYA
UNIVERSITY” is record of bonified work carried out by me.
I also declare that this project is a result of my own effort and that not
been submitted to any other University / Institution for the award of any
degree.
K. REKHA REDDY
07018C-1028
2
ACKNOWLEDGEMENT
I would like to express my deep sense of gratitude Sri Rajesham Sir, Officer
(HR). My project guide who guide me precisely and without his timely
instructions his report would not have seen light.
K. REKHA REDDY
07018C-1028
3
CERTIFICATE
K.REKHA REDDY
07018C-1028
PROJECT GUIDE
E. MANOHAR
Faculty Member
Department of Business Management
University Post-Graduate
College,
Godavarikhani-505209
CONTENTS
Chapter-1 : Introduction 6-28
Introduction of Stress
Organizational Stress
Sources of Stress
Consequences of Stress
4
Management of Stress
Chapter-5 : Questionnaire
Bibliography 64-
68
5
INTRODUCTION
6
Stress has been called “the invisible”. It is a disease that may affect
you, your organization, and any of the people in it, so you cannot afford to
ignore it.
EVOLUATION OF STRESS:
The Garden of Eden began as a tranquil stress environment. However
when Adam was given the tantalizing chance to eat the forbidden fruit, he
was trust into mankind’s first stressful situation. Adam was offered a choice
and, as we know, decision-making is the breeding ground for conflict,
frustration and distress.
DEFINITION:
Stress in individual is defined as any
interference that disturbs a persons’ healthy
mental and physical well being. It occurs when
the body is required to perform beyond its
normal range of capabilities.
7
Stress is a dynamic condition, which an
individual is confronted with an opportunity,
constraint or demand related to what he or she
desires and for which the outcome is perceived
to be both uncertain and important. Stress is
associated with constraints and demands. The
former prevent you from doing what you
desire, the latter refers to the loss of
something desired.
• Alarm Reaction: The first is the alarm phases. Here the individual
mobilizes to meet the threat. The alarm reaction has two phases. The
first phases includes in initial “stock shock phase” in which defensive
mechanism become active. Alarm reaction is characterized by
autonomous excitability; adrenaline discharges; increase heart rate,
ulceration. Depending on the nature & intensity of the threat and the
8
condition of the organization the period of resistance varies and the
severity of symptoms may differ from “mild invigoration” to “disease
of adaptation”.
• Resistance: The second is the phase of resistance. The individual
attempts to resist or cope with the threat. Maximum adaptation occurs
during this stage. The bodily signs characteristic of the alarm reaction
disappear. It the stress persist, or the defensive reaction proves
ineffective, it may overwhelm the body resources. Depleted of energy,
the body enters the phase of third.
• Exhaustion: Adaptation energy is exhausted. Sings of the alarm
reaction reappear, and the resistance level begins to define
irreversibly. The organism collapses.
9
In the figure below it can be seen that the magnitude of stress
emanating from the stress to learner limit of the individual to handle these
stress. This indicates a balanced state.
ORGANIZATION-INDIVIDUAL NORMAL
INTERACTION PATTERN
S.T.L – STRESS TOLERANCE LEVEL
In the figure we find that job and organization loads have increased
and have made a dent in the personality. In this stage, we find minor surface
changes taking place, which are quite manageable.
10
In the stage three and the figure below, we find that job and
organizational loads have become unmanageable and interact with
intrapsychic loads. This is the stage at which he negative
consequences of the stress become apparent. Most of the stress related
diseases emerge at this point. When the situation persists we move
into the next stage in which we start operating beyond the “stress
tolerance limit”.
11
BREAKDOWNS AND CRACKS: FAILURE IN COPING
B. Physiological symptoms
Headache / Migraine
Insomnia
Lack of appetite
Digestive disorders
Sexual disorders
Temperamental changes.
12
BORNOUT STRESS SYNDROME (BOSS):-
Boss can lead to at least four types of stress related consequences such
as, depletion of energy reverses, lowered resistance to illness, increased
dissatisfaction and pessimism and increased absenteeism and inefficiency at
work.
Veningle and spradley have identified five distinct stages of BOSS.
HONEYMOON STAGE:-
This stage can be describe as accounting for the euphoric feeling of
encounter with the new job such as excitement, enthusiasm, challenge and
pride. Dysfunctional features emerge in two ways first; the energy reverses
are gradually depleted in coping with the demands of a challenging
environment. Second, habits and strategies for coping with stress are formed
in this stage which is often not useful in coping with later challenges.
CRISIS STAGE:-
13
When these feelings and physiological symptoms persist over period
of time, the individual enters the stage of crisis. At this stage he develops
“escape mentality” and feels oppressed. Heightened pessimism, self-
doubling tendencies, peptic ulcers, tension headaches, chronic backaches,
blood pressure.
TYPES OF STRESS:-
• It the stress for the day to day adaptability of man to his
environment and results in the maintenance of internal steady
state (homeostasis) it is know as neustress. For example, one
produces neustress in order to breath, work.
• Stress is through of in negative terms. It is thought to be caused
by something bad (for example the boss gives a formal
reprimand for poor performance). It the stress response is
unfavorable and potentially disease producing, this is known as
distress. Constant worry in a susceptible individual can lead to
ulcers.
14
DEFINING STRESS AT WORK
ORGANIZATIONAL STRESS:-
Stress affects as well as the individual within them. An organization
with a high level of absenteeism, rapid staff turnover, deteriorating industrial
and customer relations, a worsening safety record, or poor quality control is
suffering from organizational stress.
15
Causes that are affecting individuals. Stress is contagious; anyone who is not
performing well due to increases the amount of pressure on their colleagues,
superiors, and subordinates.
Environmental factors:
Just as environmental uncertainty influences the design of an
organization. Changes in business cycle create economic uncertainties.
Political uncertainties:
16
If the political system in a country is implemented in an orderly
manner, there would not be any type of stress.
Technological uncertainties:
New innovations can make an employee’s skills and experiences
obsolete in a very short period of time. Technological uncertainty therefore
is a third type of environmental factor that can cause stress. Computers,
robotics, automation and other forms of technological innovations are threat
to many people and cause them stress.
Organization factors:
There are no storages of factors within the organization that can cause
stress; pressures to avoid error or complete tasks in a limited time period,
work overload are few examples.
Task demands are factors related to a person’s job. They include the
design of the individual’s job working conditions, and the physical work
layout.
17
Organizational leadership represents the managerial style of the
organizations senior executive. Some executive officers create a culture
characterized by tension, fear, and anxiety. They establish unrealistic
pressures to perform in the short-run impose excessively tight controls and
routinely fire employees who don’t measure up. This creates a fear in their
hearts, which lead to stress.
Individual factors:
The typical individual only works about 40 hrs a week. The
experience and problems that people encounter in those other 128 non-work
hrs each week can spell over to the job.
Family problems:
National surveys consistently show that people hold family and
discipline, troubles with children are examples of relationship problems that
18
create stress for employee and that aren’t at the front door when they arrive
at work.
Economic problems:
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.
19
20
CAUSES OF STRESS
Society the working world and daily life have changed almost beyond
recognition in the past 50 years. These changes have contributed to a major
increase in stress.
Stress is caused from both outside & inside the organization & from
groups that employees are influenced by & from employees themselves.
Stressors:
The agents or demands that evoke the potential response are referred
to as stressors. According to Syele a stressors is “Whatever produces stress
with or without functioning hormonal or nervous systems”.
Organizational stressors:
Besides the potential stressors that occur outside the organization,
there are also those associated with the organization itself. Although the
organization is made up of groups & individuals, there are also more macro-
level dimensions unique to the organization that contains potential stressors.
21
MACRO-LEVEL ORGANIZATIONAL STRESSORS:
POLICIES
Unfair, arbitrary performance reviews.
Rotating works shifts.
Inflexible rules.
Unrealistic job descriptions.
STRUCTURES
Centralization; Lack of participation in decision making.
Little opportunity for advancement.
A great amount of formalization. JOB
Interdependence of departments. STRESS
Line-Staff conflicts.
PHYSICAL CONDITIONS
Crowding & lack of privacy.
Air pollution.
Safety hazards.
Inadequate lighting.
Excessive, heat or cold.
PROCESS
Poor communication.
Poor / inadequate feedback about performance.
Inaccurate / ambiguous measurement of performance.
Unfair control systems.
Inadequate information.
GROUP STRESSORS:
The group can also be a potential source of stress. Group stressors can
be categorized into three areas.
1. Lack of groups cohesiveness:-
“Cohesiveness” or “togetherness” is a very important to employees,
especially at the lower levels of the organizations. If the 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.
2. Lack of social support:-
Employees are greatly affected by the support of one or more member
of a cohesive group. By sharing their problems & joys with others,
22
they are much better off. It this type of social support is lacking for an
individual, it can be very stressful.
3. Intra-Individual, interpersonal & inter-group
conflict:-
Conflict is very closely conceptually or hostile acts between
associated with in compatible or hostile acts between intra-individual
dimensions, such as personal goals or motivational needs / values,
between individuals within a group, & between groups.
INDIVIDUAL STRESSORS:
In a sense, the other stressors (Extra organizational, organizational, &
Group stressors) all eventually get down to the individual level. For
example, role conflict, ambiguity, self-efficacy & psychological hardiness
may all affect the level of stress someone experiences.
23
CONSEQUENCES OF STRESS
The effect of stress is closely linked to individual personality. The
same level of stress affects different people in different ways & each person
has different ways of coping. Recognizing these personality types means
that more focused help can be given.
Stress shows itself number of ways. For instance, individual who is
experiencing high level of stress may develop high blood pressure, ulcers,
irritability, difficulty in making routine decisions, loss of appetite, accident
proneness, and the like. These can be subsumed under three categories:
Individual consequences
Organizational consequence
Burnout
Individual consequences:
Individual consequences of stress are those, which affect the
individual directly. Due to this the organization may suffer directly or
indirectly, but it is the individual who has to pays for it. Individual
consequences of stress are broadly divided into behavioral, psychological
and medical.
24
Organizational consequences:
Organizational consequences of stress have direct affect on the
organizations. These include decline in performance, withdrawal and
negative changes in attitude.
Burnout:-
A final consequence of stress has implementation for both people and
organizations. Burnout is a general feeling of exhaustion that develops when
an individual simultaneously experiences too much pressure and few sources
of satisfaction.
25
Managing stress in the work place
Every responds to stress in a different way, it is only by understanding
the nature of individual responses that you can start fighting stress yourself
and others.
Reduction or elimination of stress is necessary for psychological and
physical well being of an individual. Efficiency in stress management
enables the individual to deal or cope with the stressful situations instead of
avoidance. Strategies like tie management, body-mind and mind-body
relaxation exercise, seeking social support help individual improve their
physical and mental resources to deal with stress successfully.
Apart from helping employees adopt certain coping strategies to deal
with stress providing them with the service of counselor is also useful.
Many strategies have been developed to help manage stress in the
work place. Some are strategies for individuals, and other is geared toward
organizations.
26
relationship with co-workers, absenteeism alcoholism and the like.
Employees under stress require help in overcoming its negative effects. The
strategies used are:
Exercise:-
One method by which individual can manage their stress is through
exercise. People who exercise regularly are known to less likely to have
heart attacks than inactive people are. Research also has suggested that
people who exercise regularly feel less tension and stress are more conflict
and slow greater optimism.
Relaxation:-
A related method individual can manage stress is relaxation. Copying
with stress require adaptation. Proper relaxation is an effective way to adopt.
Relaxation can take many forms. One way to relax is to take regular
vacations; people can also relax while on the job (i.e. take regular breaks
during their normal workday). A popular way of resting is to sit quietly with
closed eyes for ten minutes every afternoon.
Time management:-
Time management is an often recommended method for managing
stress, the idea is that many daily pressures can be eased or eliminated if a
person does a better job of managing time. One popular approach to time
management is to make a list, every morning or the thins to be done that
day. Then you group the items on the list into three categories: critical
activities that must be performed, important activities that should be
performed, and optimal or trivial things that can be delegated or postponed,
then of more of the important things done every day.
ROLE MANAGEMENT:-
Some what related to time management in which the individual
actively works to avoid overload, ambiguity and conflict.
SUPPORT GROUPS:-
This method of managing stress is to develop and maintain support
group. A support group is simply a group of family member or friends with
whom a person can spend time. Supportive family and friends can help
people deal with normal stress on an ongoing basis. Support groups can be
particularly useful during times of crisis.
27
BEHAVIORAL SELF-CONTROL:-
In ultimate analysis, effective management if stress presupposes
exercise of self-control on the part of an employee. By consciously
analyzing the cause and consequences of their own behavior, the employees
can achieve self-control. They can further develop awareness of their own
limits of tolerance and learn to anticipate their own responses to various
stressful situations. The strategy involves increasing an individuals control
over the situations rather than being solely controlled by them.
COGNITIVE THERAPY:-
The cognitive therapy techniques such as Elli’s rational emotive
model and Meichenbaum’s cognitive strategy fir modification have been
used as an individual strategy for reducing job stress.
COUNSELING:
Personal counseling help employees understand and appreciate a
diverse workforce, the holistic approach adopted by the counselor gives him
a comprehensive view of the employee as client and enable him to deal the
issues of work related problems in a larger context with his awareness of the
inter-relationship among problems in adjustment with self, other and
environment and that a work concern will effect personal life and vice-versa,
the employee would receive help regarding the problem in all life.
ORGANIZATIONAL STRATEGIES:-
The most effective way of managing stress calls for adopting stressors
and prevent occurrence of potential stressors.’
Two basic organizational strategies for helping employees manage
stress are institutional programs and collateral programs.
28
Work Design Stress Management programs
Work schedules Health promotions programs
Culture Other programs
Supervision
Institutional programs:-
Institutional programs for managing stress are undertaken to
established organizational mechanism for example, a properly designed job
and word schedules can help ease stress. Shift work in particular can
constantly have to adjust their sleep and relaxation patterns. Thus, the design
of work schedules should be a focused of organizational efforts to reduce
stress.
The organization’s culture can also used to help to manage stress. The
organization should strive to foster a culture that reinforces a healthy mix of
work and nonworking activities.
COLLATERAL PROGRAMS:
In addition to their institutional efforts aimed at reducing stress, many
organizations are turning to collateral programs. A collateral stress program
in an organizational program specifically created to help employees deal
with stress. The organizations have adopted stress management programs,
health promotion programs and other kinds of programs for this purpose.
29
30
COMPANY PROFILE
31
Power is the single factor, which changed the way of living. The
National Thermal Power Corporation Limited, established on November 7th
in 1975, has become the most important infrastructure input for improving
the standard of living to meet the growing demand and to fulfill the needs of
the country. Just in 29 years this company has grown to be the largest
producer of power in the country. NTPC the NAVARATNA power giant
today generates one fourth of the total power in the country and it is ranked
9th largest thermal power generating utility in the world.
NTPC a front runner in the Indian Power sector in one of the larges &
the best power utilities of the world, there by contributing of India's
emergence as one of the world's leading economies. The World Bank, in its
performance audit report on NTPC's projects observed that.
32
started functioning in March 1976 with the appointment of a chairman &
Managing Director.
LOCATION:
The 2100 MW Ramagundam Super Thermal Project is located in
Karimnagar District of Andhra Pradesh to the South of river Godavari. The
project is linked to the south Godavari Coal field or the Singareni Collieries.
NTPC ACTIVITIES:
1. Planning & Investigation of new sites, preparation of feasibility
prospect report & the designing as well as engineering of power
station.
2. NTPC also manages the 720 MW Badarpur Thermal Power Station in
Delhi & 270 MW BALCO Captive power plant (M.P)
3. Operation & Maintenance of Power Stations.
4. Research & development in area related to power generation
5. NTPC also bagged a turnkey contract for the construction of21 Sub -
stations from Nepal electricity authority.
6. The R &D using of NT PC has been instrumental in enhancing the
reliability of plant & equipment.
OBJECTIVES OF NTPC:
To add generating capacity with in prescribed time & cost. To operate
& maintain power stations at high availability ensuring minimum cost of
generation. It has planned massive growth to make itself a 40,000 MW
company.
To maintain the financial soundness of the company by managing the
financial operations in accordance with good commercial utility
practices.
To function as a responsible corporate citizen & discharge social
responsibility, in respect of environment protection and rehabilitation.
The corporation will strive to utilize the ash produced at its stations to
the maximum extent possible through production of ash bricks,
building materials etc.
To adopt appropriate human resources development policy leading to
creation of team of motivated and competent power professionals. To
introduce, assimilate & attain self sufficiency in technology, acquire
expertise in utility mgt. Practices to disseminate knowledge
essentially as a contribution to other constituents of the power sector
in the country.
33
To develop R&D for achieving improved plant reliability
To expand the consultancy operations & to participate in ventures
abroad.
CORPORATE OBJECTIVES:
To add generating capacity with in prescribed time & cost.
To expand the constancy operations & to participate ventures aboard.
To maintain the financial soundness of the company by m aging the
financial operations in accordance with good commercial utility.
To operate and maintain power stations at high availability ensuring
minimum Cost of generation.
To develop (R&D) for achieving improved plant reliability.
To develop appropriate commercial policy leading to remunerative
tariffs & minimum receivables.
Implement strategic diversification in the areas of R&M. Hydro. LNG
and Non conventional and eco-friendly fuels and explore new areas
like transmission information technology etc.
Promote consultancy.
Make prudent acquisitions. Continuously develop competent human
resources to match world standards.
Be a responsible corporate citizen with thrust on environment
protection rehabilitation and ash utilization.
VISION OF NTPC:
‘‘TO BE ONE OF THE WORLD'S LARGEST AND BEST
POWER UTILITIES. POWER INDIA'S GROWTH’’
MISSION OF NTPC:
Make available reliable, quality power in increasingly large quantities
at appropriate tariffs, and ensure timely realization of revenues. Speedily
plan and implement power projects, with contemporary technologies.
34
DISTRIBUTION OF POWER OF NTPC RAMAGUNDAM
S.No State Distributed Percentage
Capacity (MW) (%)
1. Andhra Pradesh 580 27.619
2. Tamil Nadu 470 22.381
3. Karnataka 345 16.429
4. Kerala 245 11.667
5. Goa 100 4.762
6. Pondicherry 50 2.381
PERFORMANCES:
NTPC stations & the NTPC manage Badarpur station has been
accredited with “ISO 14001” for sound environment management system &
practices.
FINANCIAL PERFORMANCE:
NTPC recorded a provisional turnover of Rs.30000 crores during
2004-05 as against Rs.25184 crores during 2003-04. The provisional net
profit after tax for 2003-04 is Rs.4905 crores, as compared to Rs.5500 crores
last year. The provisional Return on Capital Employed (ROCE) and Return
on Net worth (RONW) are 12.31 % and 14.13% respectively for the year
2004-05. An interim dividend of Rs.400 Crores has been paid to the
Government for 2003-04.
35
STATION HIGH LIGHTS:
Record haulage of coal in single day of 78,720 MT on 29 June 1998
Asian record.
Station recorded highest loading factor of 99.4% for the yr 1999 2000
Continuous run or VI unit (500MW) for 406 days, third best in the
world.
Ramagundam 500MW unit-7 (stage-III) has successfully completed
one year of commercial operation on 25.03.06 without any tube
leakage. The unit generated 3802.492 MUs @ a PLF of 86.81%.
Considering the loss of generation of 297 MUs due to backing down,
the deemed, PLF is 93.590/0. The unit also has achieved a continuous
run of 97 days without tripping in the first year of operation itself.
Ramagundam station achieved 47.94% (18.63 LMT) of Ash
utilization during the financial year against the target of 47% (18.20
LMT).
Ramagundam & Simhadri were recommended for commendation
certificate for “storage commitment to Excel” by G1II.
Ramagundam bagged “Innovative safety practices” award for the year
2005 from institution of Engineers.
Ramagundam station bagged “Best Management award from Govt. of
AI” fur the year 2004-05.
NTPC – Ramagundam bagged golden shied for the financial years
2000-01, 2001-02, 2002-03 and 2003-04 for outstanding performance
in power generation.
36
Capacity power plant under JV with SAIL
37
Sterling Performance of 2005-06:-
1. The company takes a new name “NTPC Limited” aligned to its new
business plans.
2. The company market capitalization J11 crosses Rs. One trillion (Rs.
1,00,000 crore) and is one of the top three largest Indian companies in terms
of market cap.
3. A highest ever generation of 170.88 BVs during 2005-06 registering an
increase 017.40% over the generation of 159.11 BVs during 2004-05.
4. With 19.51% [including capacity of joint venture companies] share of
the total installed capacity of the nation, NTPC contributed 27.68%
electricity generated in the country during 2005-06.
5. Coal stations of NTPC achieved an operating availability of 89.95%.
6. Coal stations of NTPC recorded a PLF of 87.54%, which is the highest
for any financial year since inception; Tilt PLF during previous year was
87.51%.
7. 100% realization for the third year in succession.
8. Provisional and un audited net sales of Rs. 2,59,928 million during the
year 2005-06 as against Rs. 2,25,316 million for the year 2004-05. however,
provisional and un audited Gross Revenue is Rs. 2,86,473 million during
2005-06 as against Rs. 2,55,460 million for the year 2004-05.
9. Provisional and un audited net profit after tax for the year 2005-06is Rs.
57,076 million a compared to Rs. 58, 070 million during the year 2004-05.
10. Total capacity added during the year four years of 10th plan period
(2002-2006) increases to 4000 MW with another 500 MW getting added
during the far company to 24,249 MW (including capacity of Joint venture
companies).
11. Construction works on 9470 MW in progress.
12. Further projects with capacity of 3720 MW under bidding process.
13. Ratnagiri Gas and power supply Pvt Ltd formed \\ith NTPC having a
stake of 28.33% for taking over and operating the Dabhol power project.
14. The Government allots 7 mort’ coal mining blocks to NTPC for
capacity use taking the total mines allotted to 8 with an expected output of
50 MT per annum.
15. A consortium comprising of NTPC and two other members allotted an
exploration block in Arunachal Pradesh.
16. Capital expenditure incurred in 2005-06 on capital scheme was Rs.
71,879 million compared to Rs. 53,603 million in 2004-05 capital outlay for
2J0607 set at Rs. 1,13,250 million.
38
17. A USD 1 Bn medium Tern Note programme established. NTPC
becomes the first Indian corporate since 1997 to make successful offering of
10 year fixed rate amounting to USD 300 million.
18. Standard & Poor’s have revised outlook on the rating of the company
from stable to positive while affirming the ‘BB+’ issuer rating.
19. An interim divided o 20% for the financial year 2005-06 amounting to
Rs. 16,491 million.
20. Government has assigned NTPC the consultant role to modernize and
improve several plants across the country in the partnership ‘In Excellence’
program of the government.
21. Collaborating the government in the Rajiv Gandhi Grameen
Vidyutikaran Yojuna.
22. NTPC has also taken up Distribution Generation for rural electrification
of remote villages through non-conventional energy sources.
23. Simhadri project receivers international project management award
instituted by International project management Association (IMPA) NTPC is
the only Asian Company that has received this award.
24. Ranked 3rd “Great Place to work for in India” by M/S Grow Talent and
Business world 2005.
25. NTPC has achieved all the targets to be rated “Excellent” during 2005-
06 for the nineteenth year since inception of the MOU system.
The board of directors is the supreme policy making body, which give
the direction to the activities of the organization. The head of this board is
the chairman & managing director who is also the full time chief executive
of the company. The members of this board are both full-time directors as
well as senior level officers.
39
3. Operation Services division.
4. Corporate Finance division.
5. Corporate Human resources division.
6. Corporate Projects Division.
7. Vigilance division.
NTPC RAMAGUNDAM
40
Unit Sizes : 3X200MW
4X500MW
Units Commissioned : Unit- I October, 1983
Unit- II May, 1984
Unit- III December, 1984
Unit- IV June, 1988
Unit- V March, 1989
Unit- VI October, 1989
Unit- VII November 2000
Transmission System : 2400 cks -400KV
Source of Coal : South Godavari Coal fields
of Singareni Colleries
Water Sources : Sri Ram Sagar Project
Beneficiary States : Andhra Pradesh, Tamil Nadu,
Karnataka, Kerala, Goa and
Pondicherry.
Approved investment : Rs. 3877.68 crores
Coal Consumption : 8.6 million tones per annum
Water Consumption : 250 cusec
Coal Transportation : (MGR) Merry-or-round system
of 22.5 kms Indian Railway.
Total Land : 10,000 Acres.
RESEARCH METHODOLOGY
41
Discuss the research design, research problems, important of the
study, scope and significance of the study, source of data, questionnaire,
sample design statistically techniques used, and objective of the study and
limitations of the study.
RESEARCH DESIGN:
A research design is an arrangement of conditions for collection and
analysis of data in a manner that aims to combine relevance to the research.
SOURCE OF DATA:
The relevant data has been collected from the primary sources and
secondary sources. The primary data is collected by a questionnaire from the
employees. For this purpose of data collection, the questionnaire was
circulated among the employees to collect information. The secondary data
is collected by news paper company journals, magazines websites etc.
QUESTIONNAIRE ADMINISTRATION:
The questionnaire was prepared after counseling with the officer.
Employee relations of the HR department of NTPC. The researcher prepared
a set of questionnaire. A four point scale “strongly agree to strongly
disagree” was used for this purpose.
SAMPLE DESIGN:
A sample of 150 respondents was taken using random sampling. The
researcher contacted the executive personally and brief summary of the
nature of the study and details in the questionnaire were narrated to them.
PERIOD OF STUDY:
42
The present study had been undertaken for period of 6 weeks, in
which it had divided into three stages as such. Stage I is of research problem
and collection the literature of the topic chosen. Stage II is of analysis and
interpretations by using different statistical tools, findings and
recommendations.
LIMITATIONS OF STUDY:
1. The sample size chosen is covered only a small portion of the whole
population of NTPC, Ramagundam.
2. The study is confined to limited period i.e. Six weeks.
3. Accuracy of the study is purely based on the information as given by
the respondents.
4. Data collected cannot be asserted to the free from crores, as the
sample size restricted to the employees.
HIERARCHY OF MANAGEMENT
43
1. How often do you say the word “I am busy or I am having hard
time” At the work place?
44
Options Response ( % )
Very often 9
often 26
Rarely 28
Very rarely 25
Never 12
30
25
20
15
10 Response
0
Very Often Rarely Very Never
Often rarely
Interpretation:
As is evident from the chart, majority of the respondents (52%) rarely
and very rarely says that they are busy at work place.
Options Response ( % )
45
Strongly agree 26
Agree 36
Cannot say 16
Disagree 16
Strongly disagree 6
40
35
30
25
20
15
10
5
0
Strongly Agree Cannot Disagree Strongly
agree say disagree Respons
e
Interpretation:
Opinion of study reveal that, majority of the respondents (62%) agree
with physical environment (Temperature, Lighting, Gases and Dust) causes
Stress.
Options Response ( % )
Strongly agree 10
46
Agree 41
Cannot say 13
Disagree 28
Strongly disagree 8
45
40
35
30
25
20
15
10
5
0
Strongly Agree Cannot Disagree Strongly
agree say disagree Respons
e
Interpretation:
The finally yet importantly, the question asked about the
employees, majority of the employees (51%) of the NTPC agree and
strongly agree with above statement.
Options Response ( % )
Very often 9
47
often 26
Rarely 16
Very rarely 17
Never 32
45
40
35
30
25
20
15
10
5
0
Strongly Agree Cannot Disagree Strongly
agree say disagree Respons
e
Interpretation:
As is evident from the chart, majority of the respondents (68%)
faced lack of co-operation in office remaining (32%) of employees
never faced lack of co-operation in organization.
Options Response ( % )
Strongly agree 19
Agree 41
48
Cannot say 11
Disagree 19
Strongly disagree 10
45
40
35
30
25
20
15
10
5
0
Strongly Agree Cannot Disagree Strongly
agree say disagree Respons
e
Interpretation:
As is evident from the chart, majority of the respondents (60%)
strongly agree and agree with family problems causes stress.
Options Response ( % )
Very often 5
often 17
49
Rarely 19
Very rarely 12
Never 47
50
45
40
35
30
25
20 Response
15
10
5
0
Very Often Rarely Very Never
Often rarely
Interpretation:
As is evident from the chart, majority of the respondents (47%) said
don’t love health problems like BP, sugar.
Options Response ( % )
Strongly agree 39
Agree 36
50
Cannot say 11
Disagree 9
Strongly disagree 5
40
35
30
25
20
15
10
5
0
Strongly Agree Cannot Disagree Strongly
agree say disagree Respons
e
Interpretation:
As is evident from the chart, majority of the respondents (75%)
agree with above statement that by doing physical exercise & yoga
stress will be reduced.
Options Response ( % )
Strongly agree 40
Agree 37
51
Cannot say 14
Disagree 6
Strongly disagree 3
40
35
30
25
20
15
10
5
0
Strongly Agree Cannot Disagree Strongly
agree say disagree Respons
e
Interpretation:
As is evident from the chart, majority of the respondents (77%)
agree with above statement that meditation & prayer to reduce the
stress.
Options Response ( % )
Strongly agree 13
Agree 55
52
Cannot say 17
Disagree 9
Strongly disagree 6
60
50
40
30
20
10
0
Strongly Agree Cannot Disagree Strongly
agree say disagree Respons
e
Interpretation:
As is evident from the chart, majority of the respondents (68%)
agree with above statement i.e. lack of communication causes stress.
Options Response ( % )
Strongly agree 35
Agree 44
53
Cannot say 9
Disagree 8
Strongly disagree 4
45
40
35
30
25
20
15
10
5
0
Strongly Agree Cannot Disagree Strongly
agree say disagree Respons
e
Interpretation:
As is evident from the chart, majority of the respondents (79%)
agree with above statement i.e. appending more time with family
reduces stress.
Options Response ( % )
Strongly agree 26
Agree 56
Cannot say 8
54
Disagree 7
Strongly disagree 3
60
50
40
30
20
10
0
Strongly Agree Cannot Disagree Strongly
agree say disagree Strongly
agree
Agree
Cannot
Interpretation: say
Disagree
As is evident from the chart, majority of the respondents (82%)
agree with improving working conditions inStrongly
office stress will be
disagree
reduce.
Options Response ( % )
Strongly agree 11
Agree 55
Cannot say 20
55
Disagree 10
Strongly disagree 4
60
50
40
30
20
10
0
Strongly Agree Cannot Disagree Strongly
agree say disagree Respons
e
Interpretation:
As is evident from the chart, majority of the respondents (66%)
agree with rational allocation of work reduces the stress.
Options Response ( % )
Strongly agree 12
Agree 43
Cannot say 32
56
Disagree 10
Strongly disagree 3
45
40
35
30
25
20
15
10
5
0
Strongly Agree Cannot Disagree Strongly
agree say disagree Respons
e
Interpretation:
As is evident from the chart, majority of the respondents (55%)
agree with above statement i.e. financial motivation reduces the stress.
Options Response ( % )
Strongly agree 16
Agree 52
Cannot say 21
57
Disagree 8
Strongly disagree 3
60
50
40
30
20
10
0
Strongly Agree Cannot Disagree Strongly
agree say disagree
Respons
e
Interpretation:
As is evident from the chart, majority of the respondents (68%)
agree with above statement i.e. training and development with
changes.
Options Response ( % )
Strongly agree 11
Agree 29
Cannot say 28
58
Disagree 19
Strongly disagree 13
30
25
20
15
10
5
0
Strongly Agree Cannot Disagree Strongly
agree say disagree Respons
e
Interpretation:
As is evident from the chart, majority of the respondents (40%)
agreed that family counseling is needed to plan and over come the
stress.
Options Response ( % )
Strongly agree 32
Agree 48
Cannot say 13
59
Disagree 6
Strongly disagree 1
50
Respons
40 e
30
20
10
0
Strongly Agree Cannot Disagree Strongly
agree say disagree
Interpretation:
As is evident from the chart, majority of the respondents (80%)
agree with above statement i.e. relaxation (holydays, leaves, family,
tours etc.) reduces stress.
Options Response ( % )
Strongly agree 15
Agree 50
Cannot say 21
60
Disagree 10
Strongly disagree 4
25
Respons
20 e
15
10
0
Strongly Agree Cannot Disagree Strongly
agree say disagree
Interpretation:
As is evident from the chart, majority of the respondents (65%)
agree with above statement i.e. following safety precautions stress is
reduced.
61
FINDINGS & SUGGESTIONS
FINDINGS:
The finding of the present revealed the following.
Most of the respondent fall under law stress category.
Thee is in significance relationship between stress &
demography factors i.e. age, experience & designation.
The following dimensions of personal policies & practices of
the organization have contributed to stress among employees.
62
Respondents who fall under the E2A & E5 grade are more
stressed in comparison with the other grade.
The organization falls a very tall structure of stress among hierarchy
& this is one of the reasons for employees being stressed.
There is no significancant difference of stress among
employees working in plant & other departments.
The employees working in the plat gave a positive response in
answering the questionnaire
SUGGESTIONS:
A Small percentage of the employees did have high stress. Person
facing stress at the organizational level of lot of psychological problems in
the form of decreased motivation, absenteeism low productivity targets not
being achieving etc. as a reedy for the above said employees facing stress
are advised to attend stress management courses which will help them to
build coping strategies and cause out their stress. The stress management
cause comprise of a package program consisting of:
Relaxation
Positive outlook towards works / responsibilities
Self analysis through personality type testes
Inter personal skill development
Protection yoga cum meditation
Time management
Since T & D job related factors, performance appraisal & job
satisfaction were perceived stressful by the employees, the
employees should be counseled regarded the matter
At the individual level the employees could practice a relaxing
holiday (where in quality time is spent with the family) every
fortnight or mouth
Realize excessive use of tea / coffee cigarette is not answer to
stress
Try to get 6-7 hrs of continuous sleep per day
CONCLUSION
CONCLUSION:
The present study was conducted at NTPC in Ramagundam.
The aim was to find the stress levels, personality type of the
63
employees. This was done using a detailed questionnaire. The study
reveled that fall under low stress category only a small percentage is
highly stressed & needed prevailing in the organization to some
extent.
At the end of the study, we can conclude that through there are
signs of stress among the employees & such stress is affecting their
behaviors, it can be controlled & reduced effectively.
This can be done by giving counseling & incorporating the
suggestions given here in at individual & organization level.
64
1. How often do you say the word “I am busy or I am having hard time” At
the work place?
Very often ( ) Often ( ) Rarely ( )
Very rarely ( ) Never ( )
2. You think physical environment problem in the work place cause Stress?
(Temperature, lighting, gases, dust)
Strongly agree ( ) Agree ( ) Cannot say ( )
Disagree ( ) Strongly disagree ( )
65
3. You feel time pressure to complete work?
Strongly agree ( ) Agree ( ) Cannot say ( )
Disagree ( ) Strongly disagree ( )
66
Disagree ( ) Strongly disagree ( )
67
BIBLIORAPHY
Books for reference:
68
Stephen P. Robin : “Organization Behavior –
concept Controversies &
Applications”
69