RAJALAKSHMI ENGINEERING COLLEGE

RAJALAKSHMI NAGAR, THANDALAM

(Affiliated to Anna University and approved by AICTE)

A PROJECT REPORT ON

THE TITLE

“A STUDY ON WORKLIFE BALANCE

AT
ROYAL SUNDARAM ALLIANCE INSURANCE COMPANY”

By

S.SEETHALAKSHMI
REG.NO: 21108631084

UNDER THE GUIDANCE

OF

Mrs. DEVIKA MBA, M.Ed

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements

For the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY
JULY - 2009
 RAJALAKSHMI ENGINEERING COLLEGE

RAJALAKSHMI NAGAR, THANDALAM

(Affiliated to Anna University and approved by AICTE)

A PROJECT REPORT ON

THE TITLE

“A STUDY ON WORKLIFE BALANCE

AT
ROYAL SUNDARAM ALLIANCE INSURANCE COMPANY”

By

S.SEETHALAKSHMI
REG.NO: 21108631084

UNDER THE GUIDANCE

OF

Mrs. DEVIKA MBA, M.Ed

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements

For the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY
JULY - 2009
 BONAFIDE CERTIFICATE

This to certify that the project work entitled “A STUDY ON WORKLIFE BALANCE
AT ROYAL SUNDARAM ALLIANCE INSURANCE COMPANY” is a bonafide
record of work done by S.SEETHALAKSHMI [REGISTER NO: 21108631084] in
partial fulfillment of the requirement for the award of Master of Business Administration
by Anna University during the academic year 2008 – 2010.

Mrs. DEVIKA Mr. T.C.THOMAS

(FACULTY GUIDE) (HEAD OF THE DEPARTMENT)
Department of Management studies Department of Management studies
Rajalakshmi Engineering College Rajalakshmi Engineering College
 DECLARATION

This is to declare that the project entitled “A STUDY ON WORKLIFE

BALANCE AT ROYAL SUNDARAM ALLIANCE INSURANCE COMPANY, CLUB
HOUSE ROAD”, submitted to Anna University in partial fulfillment for the award of the
degree of Master of Business Administration is a record of original project work done by
me under the guidance of Mrs. DEVIKA., Department of Management studies,
Rajalakshmi Engineering College, Thandalam, Chennai.

Station:

Date:

S.SEETHALAKSHMI
(Reg.no. 21108631084)
 ACKNOWLEDGEMENT

I would like to express my sincere gratitude and heart felt thanks to our Director
Mr.S. Pandyan for his valuable guidance, encouragement, and co-operation throughout
my project work.

I immensely feel grateful in extending my sincere thanks to my guide Ms.Devika,

DEPARTMENT OF MANAGEMENT STUDIES, Rajalakshmi Engineering College, his
valuable guidance, stimulating ideas, encouragement, and cooperation and for his
constructive comments on my project.

I wish to express my profound thanks to Ms.Huma Tariq, (HR) ROYAL

SUNDARAM ALLIANCE INSURANCE COMPANY, for providing me an opportunity
to perform this project and for his valuable suggestions for improving the project. I also
express my sincere thanks to the entire faculty members of department of management
studies to make this project successful.

Finally, I would like to thank my family and college for providing me an

opportunity to get an exposure into the real business life. Above all am obliged to god
and thank all people who have assisted me in the successful completion of this project.
 ABSTRACT

Stress management is an empirical study with analytical research methodology.

The concept of stress management is taken from the field of human resource management
with an objective to analyze and find the various factors which enhance stress
management among the employees.

Stress is an all pervading modern phenomenon that takes a heavy toll of human
life. Different situations and circumstances in our personal life and in our job produce
stress. We shall divide them into factors related to the organization or job factors related
to the person which include his experience or personality traits

Job stress can be defined as the harmful physical and emotional responses that
occur when the requirements of the job do not match the capabilities, resources, or needs
of the worker. Job stress can lead to poor health and even injury. A strange new disease
has found its way into lives of people of this industrialized nation of the world. The most
common disease is headache. Not only is this, but diseases like heart attack, high Blood
Pressure, stomach disorders, and skin diseases very common to the people in the present
world. These have become the effects of stress and have become most common in many
of the organizations, now-a-days.

Everyone suffers from stress, but learning certain skills to manage stress enables
them to function more effectively. Coping with stress enables us to develop our ability to
use our energy more efficiently, take on responsibilities we never thought we could and
discover talents we never thought we possessed.
 TABLE OF CONTENTS

CHAPTER PARTICULARS PAGE

NO NO
1 ACKNOWLEDGEMENT I
2 ABSTRACT II
3 TABLE OF CONTENTS III
4 LIST OF TABLES 8
5 LIST OF CHARTS 9
6 INTRODUCTION 11
7 COMPANY PROFILE 14
8 OBJECTIVES OF THE STUDY 21
9 SCOPE OF THE STUDY 22
10 REVIEW OF LITERATURE 24
11 RESEARCH METHODOLOGY 29
• RESEARCH DESIGN 30
• DATA COLLECTION 31
• SAMPLING 32
12 DATA ANALYSIS AND INFERENCE 36
13 FINDINGS 56
14 SUGGESTIONS 58
15 CONCLUSION 60
16 BIBILIOGRAPHY 65
 LIST OF TABLES

TABLE PARTICULARS PAGE NO

NO.
1 Table showing the stress at work 38
2 Table showing the stress affects performance 39

3 Table showing the equal allocation of work reduces stress 40

4 Table showing the stress management programme followed in 41
your organization
5 Table showing the job burnout workshop reduces stress 42
6 Table showing the unrecognized performance contribute to 43
stress
7 Table showing the organization provides deadline at work 44

8 Table showing the main causes of stress at workplace 45

9 Table showing the declination of job satisfaction due to 46
pressure at work
10 Table showing the training in relaxation techniques reduces 47
stress
11 Table showing the job requirements are taking their toll in 48
private life
12 Table showing the you are not getting what you want out of 49
your job
13 Table showing the lack of co-operation 50

14 Table showing the physical environment problem in work 51

place cause stress
15 Table showing the steps taken by the employer to reduce 52
stress
16 Table showing the emotional or psychological imbalance in 53
workplace
17 Table showing the better management of work stress in Royal 54
Sundaram Alliance Insurance Company
 LIST OF CHARTS

TABLE PARTICULARS PAGE NO

NO.
1 Chart showing the stress at work 38
2 Chart showing the stress affects performance 39

3 Chart showing the equal allocation of work reduces stress 40

4 Chart showing the stress management programme followed in 41
your organization
5 Chart showing the job burnout workshop reduces stress 42
6 Chart showing the unrecognized performance contribute to 43
stress
7 Chart showing the organization provides deadline at work 44

8 Chart showing the main causes of stress at workplace 45

9 Chart showing the declination of job satisfaction due to 46
pressure at work
10 Chart showing the training in relaxation techniques reduces 47
stress
11 Chart showing the job requirements are taking their toll in 48
private life
12 Chart showing the you are not getting what you want out of 49
your job
13 Chart showing the lack of co-operation 50

14 Chart showing the physical environment problem in work 51

place cause stress
15 Chart showing the steps taken by the employer to reduce 52
stress
16 Chart showing the emotional or psychological imbalance in 53
workplace
17 Chart showing the better management of work stress in Royal 54
Sundaram Alliance Insurance Company
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.

DEFINING STRESS AT WORK

Change in working practices, such as the introduction of new technology or the

alternation of new technology or the alternative of targets, my cause stress, or stress may
be built into an organizations’ structure. Organizational stress can be measured by
absenteeism and quality or 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.

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.
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.
 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.

Individual coping strategies:

Many strategies for helping individuals manage stress have been proposed.

Individual coping strategies are used when an employee under stress exhibits
undesirable behavior on the jobs such as performance, strained relationship with co-
workers, absenteeism alcoholism and the like. Employees under stress require help in
overcoming its negative effects.
 Royal Sundaram Alliance Insurance Company Limited has been at the forefront
of providing innovative insurance solutions for you, your family and business. We
became the first private insurer in the country to be licensed post privatization in 2001.
Since then we have been innovating constantly for our customers. Like being the first to
offer cashless hospitalisation, the first to offer segment specific business solutions, first to
offer cobranded credit cards, first to introduce industry-specific proposition.

Our product range is designed to provide extra cover to a varied range of

customers starting from the common man to corporate conglomerates. You can reach us
directly and also through our partners, agents, and brokers. We do business in over 150
cities through a combination of our own branches and those of our partners.

Royal Sundaram brings to you the golden heritage and reliability of

Sundaram Finance (AAA), one of the most respected non-banking financial
institution in India, and RSA, one of the oldest and the second largest general insurer in
the UK. The coming together of these two financial giants allows us to offer you the best
global practices in insurance industry, innovation in terms of products and services, and
unmatched, personalized customer service.

Royal Sundaram offers a range of innovative general Insurance products which

includes Motor, Health, Personal Accident, Home and Travel Insurance for individual
customers. For Commercial clients, Royal Sundaram offers a wide range of specialized
insurance covers in Fire, Marine, Engineering, Liability and Business Interruption risks.
Royal Sundaram also offers specially designed products to the Small and Medium
enterprises and Rural customers. Royal Sundaram currently has over 2.5 million
customers, over 1750 employees and its products are distributed in over 150 cities across
India, through Agents, Distribution Partners, Affinities and Brokers.

Royal Sundaram brings together the golden heritage and reliability of Sundaram
Finance (AAA), one of the most respected non-banking financial institutions in India, and
RSA, one of the oldest and the second largest general insurer in the UK.
About Sundaram Finance

Sundaram Finance, an AAA (pronounced Triple A) rated Non-Banking Finance

Company, is one of the most respected financial services companies in India. The
Sundaram Finance group’s operations span Vehicle finance, Home mortgages, Asset
management, General Insurance, Business process outsourcing, IT solutions and
distribution of financial products. Sundaram Finance has a network of over 320 branches
across India with over 2,500 employees.

About RSA

With almost 300 year heritage, RSA is one of the world’s leading multinational
quoted insurance groups. RSA writes business in over 130 countries, with major
operations in UK, Scandinavia, Canada, Ireland, Asia and the Middle East and Latin
America. Focusing on general insurance, RSA’s net written premium was GBP 6.5 bn,
with strength of over 22,000 employees, worldwide, as on 31st December 2008.

Royal Sundaram is a young and dynamic organisation that came into being just as
the insurance sector in India was thrown open to private enterprise. We are among the
prime movers in the industry today and it is all because of a spirited work force.
Royal Sundaram is a joint venture between Sundaram Finance and Royal &
SunAlliance, one of the world’s leading insurance groups with over 20 million customers
worldwide.

With corporate office at Chennai, we have offices in 52 locations that include the
four regional offices at Chennai, Mumbai, Guargon and Kolkata. Each regional office has
a team of insurance professionals responsible for Customer Servicing, Business
Development, Underwriting, Operations and Claims Management.
Vision is to be the 'First Choice' general insurer for India. Towards this goal, we:
 • Do everything to offer our customers peace of mind through innovative
insurance solutions, products and superior service.
 • Conduct our dealings with honesty, without ever compromising on
integrity.
 • Empower ourselves and others to be committed and take responsibility.
 • Strive to share knowledge.
 • Invest in our people and recognize as well as reward superior
performance.
 • Provide our people with a challenging and rewarding work environment.
 • Develop and maintain the highest standards of professionalism backed
by continuous learning and improvement.
 • Be a responsible corporate citizen and a caring member of the
community.
 • Enjoy what we do. .
The business of insurance in India in its existing form started in India in the year 1818
with the establishment of the Oriental Insurance Company in Calcutta. The launch of new
developments in the insurance industry saw many new international insurers entering the
market. It also gave way to propagation of innovative goods & channels for distribution
& the supervisory values rising.

Insurance has a long history in India. Life Insurance in its current form was
introduced in 1818 when Oriental Insurance Company began its operations in India.
General Insurance was however a comparatively late entrant in 1850 when Triton
Insurance company set up its base in Kolkata. History of Insurance in India can be
broadly bifurcated into three eras: a) Pre Nationalization b) Nationalization and c) Post
Nationalization. Life Insurance was the first to be nationalized in 1956. Consolidating the
operations of various insurance companies formed Life Insurance Corporation of India.
General Insurance followed suit and was nationalized in 1973. General Insurance
Corporation of India was set up as the controlling body with New India, United India,
National and Oriental as its subsidiaries. The process of opening up the insurance sector
was initiated against the background of Economic Reform process, which commenced
from 1991. For this purpose Malhotra Committee was formed during this year who
submitted their report in 1994 and Insurance Regulatory Development Act (IRDA) was
passed in 1999. Resultantly Indian Insurance was opened for private companies and
Private Insurance Company effectively started operations from 2001.
Some of the life insurance companies and general insurance companies including their web
address is given below:-

Life Insurers Websites

Public Sector
Life Insurance Corporation of India www.licindia.com
Private Sector
Allianz Bajaj Life Insurance Company Limited www.allianzbajaj.co.in
Birla Sun-Life Insurance Company Limited www.birlasunlife.com
HDFC Standard Life Insurance Co. Limited www.hdfcinsurance.com
ICICI Prudential Life Insurance Co. Limited www.iciciprulife.com
ING Vysya Life Insurance Company Limited www.ingvysayalife.com
Max New York Life Insurance Co. Limited www.maxnewyorklife.com
MetLife Insurance Company Limited www.metlife.com
Om Kotak Mahindra Life Insurance Co. Ltd. www.omkotakmahnidra.com
SBI Life Insurance Company Limited www.sbilife.co.in
TATA AIG Life Insurance Company Limited www.tata-aig.com
General Insurers Websites
Public Sector
National Insurance Company Limited www.nationalinsuranceindia.com
New India Assurance Company Limited www.niacl.com
Oriental Insurance Company Limited www.orientalinsurance.nic.in
United India Insurance Company Limited www.uiic.co.in
Private Sector
Bajaj Allianz General Insurance Co. Limited www.bajajallianz.co.in
ICICI Lombard General Insurance Co. Ltd. www.icicilombard.com
IFFCO-Tokio General Insurance Co. Ltd. www.itgi.co.in
Reliance General Insurance Co. Limited www.ril.com
Royal Sundaram Alliance Insurance Co. Ltd. www.royalsun.com
TATA AIG General Insurance Co. Limited www.tata-aig.com
Cholamandalam General Insurance Co. Ltd. www.cholainsurance.com
Export Credit Guarantee Corporation www.ecgcindia.com
Reinsurers Websites
General Insurance Corporation of India www.gicindia.com
PRIMARY OBJECTIVE:

• To undergo an in-depth study about the stress among the employees of

Royal Sundaram Alliance insurance company.

SECONDARY OBJECTIVE:

• To study sources of stress in Royal Sundaram Alliance insurance company

• To analyses on the employees view point on existing stress management
• programmes
• To find out need for a stress management programmes
• To find possible measures to reduce stress at work
• To give an overview on how does stress affects badly the employee and the
organization
 SCOPE OF THE STUDY

The present world is fast changing and there are lots of pressures and demands
at work. These pressures at work lead to physical disorders. Stress refers to individual’s
reaction to a disturbing factor in the environment. Hence this study would help the
organization to know the factors of stress and to reduce the stress in employees. Since it
is a well known fact that healthy employee is a productive employee.

LIMITATIONS OF THE STUDY

In spite of the precautions, vigilance and

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

 The employees were reluctant to give correct information.

 The study was conducted within a short period so it’s not possible to
study all the aspects in detail.

 The investigator intended to cover only few areas of stress relevant to

the proposed study.

 Respondents may have hid some facts due to the fear of management.
 A review on the previous studies on stress among the employees is
necessary to know the areas already covered. This will help to find our new areas
uncovered and to study them in depth. The earlier studies made on stress among the
employees are briefly reviewed here.

Walter Cannon and Hans Selye used animal studies to establish the earliest scientific
basis for the study of stress. They measured the physiological responses of animals to
external pressures, such as heat and cold, prolonged restraint, and surgical procedures,
then extrapolated from these studies to human beings.

Subsequent studies of stress in humans by Richard Rahe and others established the view
that stress is caused by distinct, measureable life stressors, and further, that these life
stressors can be ranked by the median degree of stress they produce (leading to the
Holmes and Rahe Stress Scale). Thus, stress was traditionally conceptualized to be a
result of external insults beyond the control of those experiencing the stress. More
recently, however, it has been argued that external circumstances do not have any
intrinsic capacity to produce stress, but instead their effect is mediated by the individual's
perceptions, capacities, and understanding.

Transactional model

Richard Lazarus and Susan Folkman suggested in 1984 that stress can be thought of as
resulting from an “imbalance between demands and resources” or as occurring when
“pressure exceeds one's perceived ability to cope”. Stress management was developed
and premised on the idea that stress is not a direct response to a stressor but rather one's
resources and ability to cope mediate the stress response and are amenable to change,
thus allowing stress to be controllable
Health realization/innate health model

The health realization/innate health model of stress is also founded on the idea that stress
does not necessarily follow the presence of a potential stressor. Instead of focusing on the
individual's appraisal of so-called stressors in relation to his or her own coping skills (as
the transactional model does), the health realization model focuses on the nature of
thought, stating that it is ultimately a person's thought processes that determine the
response to potentially stressful external circumstances. In this model, stress results from
appraising oneself and one's circumstances through a mental filter of insecurity and
negativity, whereas a feeling of well-being results from approaching the world with a
"quiet mind," "inner wisdom," and "common sense”.

Brief. A. P. and J. M. Atieh, argues that it is not safe to assume that job
conditions that have an adverse impact on affective reactions to the job will also have a
negative impact on overall subjective well-being.

Fienmann views stress as a psychological response state of negative effect

characterized by a persistent and a high level of experienced anxiety or tension.

Recent research into the interaction between the mind body show that we
may place our body on stress ‘alert’ quite unconsciously, because of our psychological
and emotional attitudes to stress. Anticipatory emotions like impatience, anxiety, and
anger can produce the same nerve impulses and chemical reactions as being faced with a
concrete challenge. So when faced with a stressful situation, we must either use up the
energy created by the body to challenge or learn how to “turn off”, the response using a
conscious relaxation technique.

Jamal M. “Job stress-prone Type A behavior, personal and organizational

consequences”, Canadian Journal Administration Sciences, 1985. pp 360-74.
 Brief. A. P and J. M. Atieh, “Studying job stress: Are we making mountains out of
molehills?” Journal of occupational behavior, 1987 pp115-26.
Hans Seyle, the endocrinologist, whose research on General Adaptation
Syndrome (GAS), for the first time, revealed how human beings adapt themselves to
emotional strives and strains in their lives. According to him emotional stress occurs in
three important stages. 1. Alarm reaction stage 2. Resistance stage 3. Exhaustion stage.

Alarm reaction is caused by physical or psychological stressors. Resistances are

brought about by ACTH hormone of the body. Exhaustion follows when ACTH dwindles
as a result of continual stress. (ACTH-Aprinocorticotropic)

According to Stephen .P. Robbins, stress related headaches are the leading
cause of loss of work time in U. S. industry.

Cooper and Marshall visualize stress as characteristics of both the focal

individual and his environment. They designate the internal and external consultive
forces as ‘pressures’ or ‘stressors’ and the resulting stalk of the organism on stress.
 RESEARCH METHODOLOGY

Research is defined as human activity based on intellectual application in the

investigation of matter. The primary purpose for applied research is discovering,
interpreting, and the development of methods and systems for the advancement of human
knowledge on a wide variety of scientific matters of our world and the universe. Research
can use the scientific method, but need not do so.

Scientific research relies on the application of the scientific method, a harnessing of

curiosity. This research provides scientific information and theories for the explanation of
the nature and the properties of the world around us. It makes practical applications
possible. Scientific research is funded by public authorities, by charitable organisations
and by private groups, including many companies. Scientific research can be subdivided
into different classifications according to their academic and application disciplines.

Research methodology is a way to systematically solve the research problem. The

research methodology in the present study deals with research design, data collection
methods, sampling methods, survey, analysis and inferences.

APPROACHES TO RESEARCH
Descriptive approach is one of the most popular approaches these days. In this
approach, a problem is described by the researcher by using questionnaire or schedule.
This approach enables a researcher to explore new areas of investigation.
RESEARCH DESIGN
A 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.
• A well structured questionnaire is framed.
• Data is collected from the employees in Royal Sundaram Alliance Insurance
company
• Findings are made and necessary suggestions and recommendations are given.

DATA SOURCES
There are two types of data collection namely primary data collection and
secondary data collection.

PRIMARY DATA
The primary data is defined as the data, which is collected for the first time and fresh in
nature, and happen to be original in character through field survey.
Primary data collection, you collect the data yourself using methods such as interviews
and questionnaires. The key point here is that the data you collect is unique to you and
your research and, until you publish, no one else has access to it.

There are many methods of collecting primary data and the main methods include:

• Questionnaires

• Interviews

• Focus group interviews

• Observation
 • Case-studies

• Diaries

• Critical incidents

• Portfolios.

SECONDARY DATA

The secondary data are those which have already been collected by someone else
and have been passed through statistical process. The secondary data for this study are
already available in the firm's internal records, annual report, broaches, and company's
website.

In research, Secondary data is collecting and possibly processing data by people other
than the researcher in question. Common sources of secondary data for social science
include censuses, large surveys, and organizational records. In sociology primary data is
data you have collected yourself and secondary data is data you have gathered from
primary sources to create new research. In terms of historical research, these two terms
have different meanings. A primary source is a book or set of archival records. A
secondary source is a summary of a book or set of records.

Advantages to the secondary data collection method are - 1) it saves time that would
otherwise be spent collecting data, 2) provides a larger database (usually) than what
would be possible to collect on ones own. However there are disadvantages to the fact
that the researcher cannot personally check the data so it's reliability may be questioned.

DATA COLLECTION METHOD

The data collection method used in this research is survey method. Here the
data are systematically recorded from the respondents.
RESEARCH TOOL
A structured questionnaire has been prepared to get the relevant information from
the respondents. The questionnaire consists of a variety of questions presented to the
respondents for their despondence. The various types of questions used in this survey
are:
 Open ended questions
 Closed ended questions
 Multiple choice questions

SAMPLING-MEANING

Sampling is that part of statistical practice concerned with the selection of individual
observations intended to yield some knowledge about a population of concern, especially
for the purposes of statistical inference. Each observation measures one or more
properties (weight, location, etc.) of an observable entity enumerated to distinguish
objects or individuals. Survey weights often need to be applied to the data to adjust for
the sample design. Results from probability theory and statistical theory are employed to
guide practice.

The sampling process comprises several stages:

• Defining the population of concern

• Specifying a sampling frame, a set of items or events possible to measure
• Specifying a sampling method for selecting items or events from the frame
• Determining the sample size
• Implementing the sampling plan
• Sampling and data collecting
• Reviewing the sampling process
TYPE OF SAMPLING
The sampling type is non-probability which involves deliberating selections of
particular units constituting a sample, which represents the universe.

STRATIFIED SAMPLING:
Stratum means a layer population from which samples are to be selected
may contain a number of layers from each layer a few samples are selected that is why
this method is called stratified sampling.

STATISTICAL METHODS USED

 Percentage analysis
 Bars & charts
 Pie diagrams
STATISTICAL TOOLS USED
 Chi-square test
 Weighted average
PERCENTAGE ANALYSIS:
Percentage refers to a special kind of ratio. Percentages are used in making
comparison between two or more series of data. Percentage is used to describe relative
terms the distribution of two or more series of data.
No. of Respondents
Percentage of Respondents = ------------------------ X 100
Total Respondents
DEFINITION OF HYPOTHESIS:
According to Goode and Hatt, "Hypothesis is a proposition, which can be put to
test to determine validity".
A hypothesis can be defined as a logically conjectured relationship between two
or more variables expressed in the form of testable statement.

NULL HYPOTHESIS (H0):

Null hypothesis is formulated only to test whether there is any relationship
between variables related to the problem being studied. Usually the null hypothesis is
formed as a negative statement.

ALTERNATE HYPOTHESIS (H1):

Alternate Hypothesis (H1) is a statement, which is accepted after the null
hypothesis is rejected based on the test result. The alternate hypothesis usually is formed
as a positive statement

CHI-SQUARE TEST:
The Chi-Square test is one of the simplest and most widely used non parametric
tests in statistical work. The symbol X2 is the Greek letter Chi. Karl Pearson first used
the chi-square test in the year 1980. The quantity chi-square describes the magnitude of
the discrepancy between theory and observation.
In this Chi-square test Yates correction is used when the value of observed
frequency in less than 10. The formula is given as,

X2 = (|Oi – Ei|)2
Ei
POWER OF ASSOCIATION TEST:
If calculated value (cal) > X2 table value the Null
hypothesis is rejected and it is interpreted that the two variables are associated with each
other. This chi-square test is strong one for determining the existence of association
between two variables.

WEIGHTED AVERAGE:
It can be defined as an average whose component items are multiplied
by certain values (weights) and the aggregate of the products are divided by the
total of weights.
If x1, x2, x3 ...xn are n values and f1, f2, f3........fn are their weights
(frequencies) respectively then,
f1x1+f2x2+.....+fnxn
X = ---------------------------
f1+f2+.......+fn

PILOT STUDY (Tested with 10 samples initially):

Pilot study is defined as a study, which is done in the initial stage of the
project in order to find the reliability of the questionnaire and to restructure the
questionnaire on the respondent's suggestions.

IMPORTANCE OF PILOT STUDY:

 It will increase the reliability of the scheduler.
 It helps to restructure the scheduler.
 It identifies the defects in the scheduler.
 It helps to add or remove the questions in the scheduler.
Table1. Table showing the age classification of employees and their opinion about
pressure on job.
Opinion Number of respondents Percentage
20-30 63 48
31-40 34 26
41-50 26 19
Above 50 9 7
Total 132 100

AGE CLASSIFICATION

60
NO.OF RESPONDENTS

50

40

30 PERCEN TAGE

20

10

0
20-30 31-40 41-50 A bove 50
OPINION

INFERENCE: From the above table, it is identified that 48% of the respondents
falling under the age of 20-30 feel pressure at work and 26% of the respondents falling
under the age of 31-40 feel pressure at work and 19% of the respondents falling under the
age of 41-50 feel pressure at work, and 7% of the respondents falling above 50 feel
pressure at work.
 Table 2. Respondents opinion on stress at work.
Opinion Number of respondents Percentage
Always 49 37
To some extent 46 35
To great extent 21 16
Never 15 12
Total 132 100

STRESS AT WORK

NEVER 12
OPINION

TO GREAT EXTENT
16

TO SOME EXTENT
35
ALWAYS
37

0 10 20 30 40
NO.OF RESPONDENTS

PERCENTAGE

INFERENCE: The study shows that 37% of the respondents feel that stress at work
and 35% of the respondents feel stress to some extent, 16% of the respondents feel stress
to greater extent, and 12% of the respondents feel that there is no stress at work.

Table 3. Respondents opinion on stress affects performance

 Opinion Number of respondents Percentage
Strongly agree 41 31
Agree 54 41
Disagree 24 18
Strongly Disagree 12 10
Total 132 100

STRESS AFFECTS PERFORMANCE

45 41
NO.OF RESPONDENTS

40
35 31
30 STRONGLY AGREE
25 AGREE
18
20 c DISAGREE
15 10 STRONGLY DISAGREE
10
5
0
PERCENTAGE
OPINION

INFERENCE: From the above table it is identified that, 31% respondents strongly
agree that stress affects performance, 41% of the respondents agree that stress affects
performance, 18% of the respondents disagree that stress affects performance, and 10%
of the respondents strongly disagree that stress affects performance.
 Table 4. Respondents opinion on equal allocation of work reduces stress

Opinion Number of respondents Percentage

Strongly agree 67 50
Agree 63 48
Disagree 1 1
Strongly Disagree 1 1
Total 132 100

EQUAL ALLOCATION OF WORK

NO.OF RESPONDENTS

60 50 48
50
40
30 PERCENTAGE
20
10 1 1
0 STRONGLY
STRONGLY

AGREE

DISAGREE

DISAGREE
AGREE

OPINION

INFERENCE: The table infers that 50% of the respondents strongly agree that equal
allocation of work reduces stress, 48% of the respondents agree that equal allocation of
work reduces stress, 1% of the respondents disagree that equal allocation of work reduces
stress, and 1% of the respondents strongly disagree that equal allocation of work reduces
stress.
Table 5. Respondents opinion on stress management programme.

Opinion Number of respondents Percentage

Strongly agree 50 38
Agree 45 34
Disagree 26 20
Strongly Disagree 11 8
Total 132 100

STRESS MANAGEMENT PROGRAMME

NO.OF RESPONDENTS

40
35
30
25
20 PERCENTAGE
15
10
5
0
STRONGLY

DISAGREE

STRONGLY
AGREE

DISAGREE
AGREE

OPINION

INFERENCE: From the above table, it is identified that 38% of the

respondents strongly agree that stress management programme followed in their
organization, 34% of the respondents agree that stress management programme
followed in their organization, 20% of the respondents disagree that stress
management programme followed in their organization, 8% of the respondents
strongly disagree that stress management programme followed in their
organization.
Table 6. Respondents opinion on job burnout workshop reduces
stress

Opinion Number of respondents Percentage

Never 23 17
Almost 44 33
Sometimes 30 23
Always 35 27
Total 132 100

JOB BURNOUT WORKSHOP

ALWAYS 27
OPINION

SOMETIMES 23
PERCENTAGE
ALMOST 33

NEVER 17

0 10 20 30 40
NO.OF RESPONDENTS

INFERENCE: From the above table it has been found that 17% of the
respondents never feel that job burnout workshop reduces stress, 33% of the
respondents almost feel that job burnout workshop reduces stress, 23% of the
respondents sometimes feel that job burnout workshop reduces stress, 27% of the
respondents always feel that that job burnout workshop reduces stress.
Table 7. Respondents opinion unrecognized performance
contributes to stress

Opinion Number of respondents Percentage

Very often 32 24
Occasionally 46 35
Rarely 23 17
Never 31 24
Total 132 100

UNRECOGNIZED PERFORMANCE

35
35
30 24 24
25
17 VERY OFTEN
NO.OF 20
RESPONDENTS 15 OCCASIONALLY
10 RARELY
5 NEVER
0
PERCENTAGE
OPINION

INFERENCE: From the above table, it has been found that 24% of the respondents
very often feel that unrecognized performance contributes to stress, 35% of the
respondents occasionally feel that unrecognized performance contributes to stress, 17%
of the respondents rarely feel that unrecognized performance contributes to stress, 24% of
the respondents never feel that unrecognized performance contributes to stress.
Table 8. Respondents opinion on deadline at work

Opinion Number of respondents Percentage

Very often 37 28
Occasionally 51 39
Rarely 24 18
Never 20 15
Total 132 100

DEADLINE AT WORK

15
28
VERY OFTEN
18 OCCASIONALLY
RARELY
NEVER

39

INFERENCE: From the above table, it infers that 28% of the respondents very often feel
deadline at work, 39% of the respondents occasionally feel deadline at work, 18% of the
respondents rarely feel deadline at work, 15% of the respondents never feel deadline at
work.
Table 9. Respondents opinion on causes of stress at workplace

Opinion Number of respondents Percentage

Lack of recognition 54 41
Work overload 42 32
Job insecurity 4 3
Forced overtime 32 24
Total 132 100

CAUSES OF STRESS AT WORKPLACE

41
NO.OF RESPONDENTS

45
40
35 32
30 24
25
PERCENTAGE
20
15
10 3
5
0
LACK OF WORK JOB FORCED
RECOGNITION OVERLOAD INSECURITY OVERTIME
OPINION

INFERENCE: From the above table, it has been found that 41% of the respondents feel
that lack of recognition cause stress at workplace, 32% of the respondents feel that work
overload cause stress at workplace, 3% of the respondents feel that job insecurity may
cause stress, and 24% of the respondents feel that forced overtime cause stress at
workplace.
Table 10. Respondents opinion on job satisfaction declines due to work
pressure

Opinion Number of respondents Percentage

Strongly agree 47 36
Agree 44 33
Disagree 19 14
Strongly disagree 22 17
Total 132 100

DECLINATION OF JOB

40
36
35 33
30 STRONGLY AGREE
25
NO.OF
RESPONDENTS
20 AGREE
15 17
14
10 DISAGREE
5
0 STRONGLY
DISAGREE
PERCENTAGE
OPINION

INFERENCE: From the above table it infers that, 36% of the respondents strongly
agree that job satisfaction declines due to pressure at work, 33% of the respondents
agree that job satisfaction declines due to pressure at work, 14% of the respondents
disagree that job satisfaction declines due to pressure at work, 17% of the
respondents strongly disagree that job satisfaction declines due to pressure at work.
Table 11. Respondents opinion on training in relaxation techniques

Opinion Number of respondents Percentage

Strongly agree 59 44
Agree 63 48
Disagree 5 4
Strongly Disagree 5 4
Total 132 100

TRAINING IN RELAXATION

PERCENTAGE

STRONGLY DISAGREE 4
OPINION

DISAGREE 4

AGREE 48

STRONGLY AGREE 44

0 10 20 30 40 50 60
NO.OF RESPONDENTS

INFERENCE: From the above table, it has been found that 44% of the respondents
strongly agree that training in relaxation techniques reduces stress, 48% of the
respondents agree that training in relaxation techniques reduces stress, 4% of the
respondents disagree that training in relaxation techniques reduces stress, 4% of the
respondents strongly disagree that training in relaxation techniques reduces stress.
Table 12. Respondents opinion on job requirements taking part in
private life

Opinion Number of respondents Percentage

Never 15 11
Rarely 54 41
Occasionally 46 35
Constantly 17 13
Total 132 100

JOB REQUIREMENTS TAKING TOLL IN PRIVATE LIFE

CONSTANTLY
OPINION

OCCASIONALLY

RARELY PERCENTAGE

NEVER

0 10 20 30 40 50
NO.OF RESPONDENTS

INFERENCE: From the above it has been found that 11% of the respondents
never feel that job requirements taking toll in private life, 41% of the respondents
rarely feel that job requirements taking toll in private life, 35% of the respondents
occasionally feel that job requirements taking toll in private life, 13% of the
respondents constantly feel that job requirements taking toll in private life.
Table 13. Respondents opinion on work which gives all they want.

Opinion Number of respondents Percentage

Never 32 24
Rarely 50 38
Occasionally 29 22
Constantly 21 16
Total 132 100

YOUR WORK GIVES ALL YOU WANT

38
40
35
30 NEVER
24
NO.OF 25 22
RARELY
RESPONDENTS 20 16
15 OCCASIONALLY
10 CONSTANTLY
5
0
PERCENTAGE
OPINION

INFERENCE: From the above it has been found that 24% of the respondents never
feel that they are not getting what they want from job, 38% of the respondents rarely
feel that they are not getting what they want from job, 22% of the respondents
occasionally feel that they are not getting what they want from job, 16% of the
respondents constantly feel that they are not getting what they want from job.
Table 14. Respondents opinion on lack of cooperation

Opinion Number of respondents Percentage

Strongly agree 22 17
Agree 48 36
Disagree 26 20
Strongly disagree 36 27
Total 132 100

LACK OF CO-OPERATION

STRONGLY DISAGREE 27
OPINION

DISAGREE 20

AGREE 36

STRONGLY AGREE 17

0 10 20 30 40
NO.OF RESPONDENTS

PERCENTAGE

INFERENCE: From the above table, it has been found that 17% of the respondents
strongly agree that there is lack of cooperation, 36% of the respondents agree that there is
lack of cooperation, 20% of the respondents disagree that there is lack of cooperation,
27% of the respondents strongly disagree that there is lack of cooperation.
Table 15. Respondents opinion on working condition

Opinion Number of respondents Percentage

Strongly agree 53 40
Agree 57 43
Disagree 13 10
Strongly Disagree 9 7
Total 132 100

WORKING CONDITION

7
10
40

43

STRONGLY AGREE AGREE

DISAGREE STRONGLY DISAGREE

INFERENCE: From the above that it has been found that 40% of the respondents
strongly agree that physical environment may cause stress, 43% of the respondents
agree that physical environment may cause stress, 10% of the respondents disagree
that physical environment may cause stress, 7% of the respondents strongly
disagree that physical environment may cause stress.
Table 16. Respondents opinion on steps to be taken by the
employer to reduce stress

Opinion Number of respondents Percentage

Employee counseling 17 13
Effective Training and 41 31
Development program
Health Clubs 31 24
Transport Subsidy 23 17
Total 132 100

STEPS TO BE TAKEN BY EMPLOYER

15 13 EMPLOYEE
COUNSELING

EFFECTIVE TRAINING
AND DEVELOPMENT
PROGRAM

17 AUTONOMOUS WORK
GROUPS

31
HEALTH CLUBS

TRANSPORT CLUBS

24

INFERENCE: From the above table it has been found that 13% of the
respondents feel that employee counseling reduce stress, 31% of the respondents
feel that effective training and development program reduce stress, 24% of the
respondents feel that autonomous work groups reduce stress, 17% of the
respondents feel that health clubs reduce stress, 15% of the respondents feel that
transport clubs provided by the employer will reduce stress.
 Table17. Respondents opinion on emotional or psychological imbalance at
workplace

Opinion Number of respondents Percentage

Headache 54 41
Irritability 18 14
Nervous Habits 23 17
Hypertension 37 28
Total 132 100

EMOTIONAL OR PSYCHOLOGICAL IMBALANCE

45 41
NO.OF RESPONDENTS

40
35
28 HEADACHE
30
25 IRRITABILITY
20 17
14 NERVOUS HABITS
15
HYPERTENSION
10
5
0
PERCENTAGE

OPINION

INFERENCE: From the above table it has been found that 41% of the respondents
having headache because of stress at workplace, 14% of the respondents feel
irritability because of stress at workplace, 17% of the respondents finds nervous
habits, 28% of the respondents affected by hypertension.
Table 18. Respondents opinion on better management of work stress

Opinion Number of respondents Percentage

Conduct employee 19 15
satisfaction survey
Motivational training 17 13
programme
Increase in manpower 23 17
Conduct talent day 22 16
Fun at work 15 11
Necessary training 27 21
Yoga programme 9 7
Total 132 100

BETTER MANAGEMENT AT WORKPLACE

CONDUCT EMPLOYEE
SATISFACTION SURVEY

MOTIVATIONAL TRAINING
PROGRAMME

INCREASE IN
MANPOWER

CONDUCT TALENT DAY

FUN AT WORK

NECESSARY TRAINING

YOGA PROGRAMME

INFERENCE: From the table, it is identified that 15% of the respondents suggest to
conduct employee satisfaction survey for better management of work stress, 13% of the
respondents suggests motivational training programme, 17% of the respondents suggests
increase in manpower for better management of work stress, 16% of the respondents
suggests talent day, 11% of the respondents suggests fun at workplace, 21% of the
respondents suggests necessary training could be given for better management of work
stress, 7% of the respondents suggests yoga programme for better management of work
stress.
FINDINGS:

1. About 48% of the employees falling under the age of 20-30 feel pressure at work
and 26% of the employees falling under the age of 31-40 feel pressure at work,
19% of the employees falling under the age of 41-50 feel pressure at work, and
7% of the employees above 50 feel pressure at work.

2. About 37% of the employees always feels stress at work, 35% of the employees
encounter the situation of stress at work to some extent, 16% greater extent, and
12% finds no stress at work.

3. About 41% of the employees agree that stress affects performance, 31% strongly
agree, 18% disagree, and 10% strongly disagree the above mentioned situation.

4. Majority of 50% of the employees strongly agree that equal allocation of work
reduces stress, 48% agree, 1% disagree and 1% strongly disagree the above
mentioned situation.

5. About 38% of the employees strongly agree that stress management programme
followed in their organization, 34% agree, 20% disagree, and 8% strongly
disagree the above mentioned situation.

6. About 33% of the employees almost feel that job burnout workshop reduces
stress, 27% always, 23% sometimes, and 17% never encounter the above
mentioned situation.

7. About 35% of the employees occasionally feel that unrecognized performance

contributes to stress, 24% very often, 17% rarely and 24% never encounter the
above mentioned situation.

8. About 39% of the employees occasionally finds deadline at work, 28% very often,
18% rarely, and 3% never encounter the above mentioned situation.

9. About 41% of the employees feel lack of recognition causes stress, 32% workload
causes stress, 24% forced overtime and 3% job insecurity encounter the above
mentioned situation.

10. About 36% of the employees strongly agree that job satisfaction declines because
of pressure at work, 33% agree, 17% strongly disagree, and 14% disagree the
above mentioned situation.

11. About 48% of the employees agree that training in relaxation techniques reduces
stress, 44% strongly agree, 4% disagree, and 4% strongly disagree the above
mentioned situation.
12. About 41% rarely feel that job requirements taking toll in private life, 35%
occasionally, 13% constantly and 11% never encounter the above mentioned
situation.

13. About 38% of the employees rarely feel that they are not getting what they want
from job, 24% never, 22% occasionally, and 16% constantly encounter the above
mentioned situation.

14. About 36% of the employees agree that there is lack of cooperation, 17% strongly
agree, 20% disagree and 27% strongly disagree encounter the above mentioned
situation.

15. About 43% of the employees agree that physical environment may cause stress,
40% strongly agree, 10% disagree, and 7% strongly disagree encounter the above
mentioned situation.

16. About 31% of the employees feel effective training and development program
could be given by the employer will reduce stress, 13% employee counseling,
24% autonomous work groups, 17% feel health clubs, and 15% feel transport
clubs encounter the above mentioned situation.

17. About 41% of the employees finds headache because of stress at workplace, 28%
affected by hypertension, 17% finds nervous habits, and 14% irritability finds
emotional or psychological imbalance at workplace.

18. About 21% of the employees suggests necessary training better management of
work stress, 17% increase in manpower, 16% conduct talent day, 15% conduct
employee satisfaction survey, 13% motivational training programme, 11% fun at
work, 7% suggests yoga programme for better management of work stress.
SUGGESTIONS::

1. From the study it has been found that the main causes of stress are

• Pressure on job.
• Work overload
• Lack of recognition
• Forced overtime

2. Consequences of stress.

Stress creates headache in 41% of the employees, hypertension in 28% of the

employees, Nervous habits in 17% of the employees, and irritability in 14% of the
employees

From the above mentioned stress we can say that consequences of stress are
exhibited behavioral symptoms and physical symptoms.

RECOMMENDATIONS:

EMPLOYEE COUNSELING

“The way you treat employees largely determines whether they stay with you or
choose to leave”.

13% of the employees feel that the employer should give counseling to reduce stress
among the employees. So the manager should

• Give workers opportunities to participate in decisions that affect their jobs.

• Consult employees about scheduling and work rules
• Be sure the workload is suitable to employees’ abilities and resources.
• Avoid unrealistic deadlines
• Show the individual workers are valued
• Motivate the employees

EFFECTIVE TRAINING AND DEVELOPMENT PROGRAM

“The quality of employees and their development through training and

education are major factors in determining long-term profitability of a small
business”
Majority of 31% of the employees feel that the employer should provide necessary
training and development program to reduce stress among the employees. So the
employer should

 Conduct the need assessment

 Define the audience
 Decide on measurable outcomes after training
 Design the curriculum and training environment
 Assess the training
 Conduct ongoing needs assessments and embrace a proactive
training stance.

Effective training results in,

• Increased productivity.
• Reduced employee turnover.
• Increased efficiency resulting in financial gains.
• Decreased need for supervision.
 CONCLUSION

Stress at work is so common that almost anyone who is employed is affected by

workplace stress. Stress at work happens when an employee has to meet several
demands and he/she is unable to meet those demands due to his/her personal
constraints or unrealistic nature of demands. Work stress can result from a variety of
situations. Here are examples of some common situations that can give rise to stress
at work like work overload stress, shift timings, economic conditions, interpersonal
relationship, management style etc.

The study shows that in Royal Sundaram Alliance Insurance Company it has been
founded that employees are affected by stress due to various causes like pressure on
job, work overload, lack of recognition and Forced overtime.

The study concludes that the management has to take several steps to reduce stress at
work place they need to improve employee counseling, effective training and
development program.
 QUESTIONNAIRE ON STRESS MANAGEMENT

Personal Details
1. Sex :  Male  Female
2. Age :  20–30  31-40
 41-50  Above 50
3. Marital Status :  Married  Single
4. Designation or Grade :
5. Department :
6. Experience :  0-5 years  6-10 years
 11-15 years  16-20 years
 Above 20 years
7. Salary :  5000-10000  10001-15000
 15001-20000  Above 20000
1. Do you feel stress at work?
i)  Always iii)  To great extent
ii)  To some extent iv)  Never
2. Does stress affects your performance?
i)  Strongly agree iii)  Disagree
ii)  Agree iv)  Strongly disagree
3. Equal allocation of work reduces stress.
i)  Strongly agree iii)  Disagree
ii)  Agree iv)  Strongly disagree
4. Your opinion on stress management programme followed in your
organization
i)  Strongly agree iii)  Disagree
ii)  Agree iv)  Strongly disagree
5. Do you think that job burnout workshop reduces stress
i.)  Never iii)  Sometimes
ii)  Almost iv)  Always
6. Does unrecognized performance contribute to stress
i.)  Very often iii)  Rarely
ii)  Occasionally iv)  Never
7. Whether the organization provides deadline at work?
i.)  Very often iii)  Rarely
ii)  Occasionally iv)  Never

8. What do you think main causes of stress at workplace?

i.)  Lack of recognition
 ii)  Work overload
iii)  Job insecurity
iv)  Forced overtime
9. In your opinion has your job satisfaction declined because of pressure

of work?
i.)  Strongly agree iii)  Disagree
ii)  Agree iv)  Strongly disagree
10. Training in relaxation techniques reduces stress
i)  Strongly agree iii)  Disagree
ii)  Agree iv)  Strongly disagree
11. Job requirements are taking their toll on your private life
i.)  Never iii)  Occasionally
ii)  Rarely iv)  Constantly

12. Do you feel that you are not getting what you want out of your job?
i.)  Never iii)  Occasionally
ii)  Rarely iv)  Constantly

13. Do you feel lack of co-operation in office?

i.)  Strongly agree iii)  Disagree
ii)  Agree iv)  Strongly disagree

14. You think physical environment problem in the work place cause
Stress? (Temperature, lighting, gases, dust)

i)  Strongly agree iii)  Disagree

ii)  Agree iv)  Strongly disagree
15. What do you think the employer can do to reduce stress among the
employees?
 i.)  Employee counseling
ii)  Effective Training and Development program
iii)  Health clubs
iv)  Transport subsidy
16. What type of emotional or psychological imbalance you experience
in workplace?
 Headache  Irritability  Nervous habits  Hypertension

17. Please offer suggestions if any for better management of work stress
in Royal Sundaram Alliance Insurance Company.
____________________________________________
Websites

www.wikipedia.org

www.ssrn.org

www.royalsundaram.in

www.google.com

Books

Human Resouces Management – Stephen Robbins

Stress management - Richard Pettinger