PROJECT TITLE THE STUDY ON STRESS MANAGEMENT WITH SPECIAL REFERENCE TO ADITYA BIRLA MORE RETAIL SUPER MARKET,

IN CHENNAI.

V.VIJAYAGANTH REG NO: 108001810035 COURSE: MBA TAGORE INSTITUTE OF ENGINEERING AND TECHNOLOGY DEVIYAKURICHY

DEVIYAKURICHI 636112, ATTUR (T.K), SALEM (DT)

THE STUDY ON STRESS MANAGEMENT WITH SPECIAL REFERENCE TO ADITYA BIRLA MORE RETAIL SUPER MARKET, IN CHENNAI.

PROJECT REPORT

Submitted by

V.VIJAYAGANTH Register No: 108001810035 In partial fulfillment for the award of the degree o Of f MASTER OF BUSINESS ADMINISTRATION IN TAGORE INSTITUTE OF ENGINEERING AND TECHNOLOGY

JULY 2011

TAGORE INSTITUTE OF ENGINEERING AND TECHNOLOGY

DEVIYAKURICHI 636112, ATTUR (T.K), SALEM (DT)

Department of Business Administration

PROJECT WORK July -2011 This is to certify that the project entitled THE STUDY ON STRESS MANAGEMENT WITH SPECIAL REFERENCE TO ADITYA BIRLA MORE RETAIL SUPER MARKET, IN CHENNAI. Is the confide record of project work done by V.VIJAYAGANTH Register No: 108001810035 Of M.B.A (Master of Business Administration) during the year 2010-2012. Project Guide Head of the Department

Submitted for the Project Viva-Voice examination held on

Internal Examiner

External Examiner

COMPANY CERTIFICATE

DECLARATION
I affirm that the project work titled A STUDY ON BUDGETARY CONTROL
SAMBANDAM SPINNING MILLS LIMITED, SALEM3.being submitted in partial

fulfillment for the award of M.B.A (Master of Business Administration) is the original work carried out by me. It has not formed the part of any other project work submitted for award of any degree or diploma, either in this or any other university

V.VIJAYAGANTH Register No: 108001810035

I certify that the declaration made above by the candidate is true

Mr.senthilkumar mba.,

ACKNOWLEDGEMENT

Lecturer

I thank the Almighty for showering His Choicest blessings in each step of my career. I express my sincere thanks to the Management of Tagore Institute of Engineering and Technology, for providing the amicable environment for my study.

I profound my gratitude to the Dynamic and Charismatic Principal

Dr.P. PRAKASAM, M.TECH, PhD., for his constant support and

encouragement. I extend my thanks to the Head of the Department of Management Studies, Mr.S.Ramesh. M.B.A., M.L.M., M.Phil, for his motivation and encouragement. I also render my indebtedness to Mr.SENTHILKUMAR., MBA., .,M.Phil, Lecturer in Management Studies, for her valuable guidance in successful completion of my project. My thanks are due to Mr. S.Gobinathan, M.B.A, M.Phil, Mss. K.Ramya, M.B.A, D.L.L, Miss. M.Nisha, B.A.B.L, M.B.A and Mr. S. Suresh M.B.A. (Ph.D)., Mr.S.Senthil.,M.B.A.,M.Phil, Lecturers in Management Studies for their utmost help. My wholehearted thanks are to Sambandam Spinning Mills limited, for giving me an opportunity to undertake my project work. My boundless sense of gratitude to my parents, to all my friends, well wishers and to each and every person who directly or indirectly helped me with hand and hand in completing this project

V.VIJAYAGANTH

CONTENTS

CONTENTS
CHAPTER. NO TITLE PAGE No.

ACKNOWLEDGEMENT ABSTRACT LIST OF TABLES I

LIST OF CHARTS 1 INTRODUCTION 1.1Introduction about the Study 1.2 Industry Profile 1.3 Company profile 2 OBJECTIVES 2.1 Objective for the study 2.2 Need for the study 2.3 Scope of the study 3 4 REVIEW OF LITERATURE RESEARCH METHODOLOGY 4.1 Research Methodology 4.2 Limitations of the Study 5 6 DATA ANALYSIS AND INTERPRETATION FINDINGS AND SUGGESTIONS 6.1 Findings 6.2 Suggestions 7 CONCLUSION LIST OF REFERENCES APPENDIX

Ii 1 12 16

25 26 27 28

29 32 33

55 56 57 58 59

1. INTRODUCTION 1.1 ABOUT THE STUDY INTRODUCTION Stress is the pressure people feel while at work, and in private life. Stress at work is inevitable because of the thought process required in the job performance. But stress becomes very harmful when it is seriously realized by the mind and heart. Then, it becomes painful
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and creates many physical and psychological problems, which are reflected, in the day-to-day life of organizational performances. It causes an adverse stain on ones emotions, thought process and action. A stressful body becomes burdensome to the employee. Stress on the job or off the job should be prevented. Since it is not possible to prevent the stress because of an adverse environment at the workplace and beyond, it is essential to check the stress form reaching a level where it causes much disorder. MEANING OF STRESS: The Greek word for stress is eustress which means good form stress as eu means good in Greek language. Stress is a dynamic condition in which a person is faced with constraint and strains. Emotional disequilibrium is stress. Stress is tension which leads to action and performance.

DEFINITION: According to Stephen P.Robbins, STRESS A dynamic condition in 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 both uncertain and important. FORMS OF STRESS

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Stress is understood by its different forms which may be either temporary or longterm mild or severe. It can be classified are as follows: Milder form, Stiffer form, chronic form, Burnout, Trauma STAGES OF STRESS Hanss selves have given three stages of stress. 1. ALARM In this stage many physiological and chemical reactions are observed during the alarm stage. 2. RESISTANCE In this stage, Nervousness and tension are increased making individuals unable to relax. Illness and disease attached with stress are developed under resistance. 3. EXHAUSTION Resistance stress creates exhaustion. It develops moodiness, negative emotions and helplessness.

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CAUSES OF STRESS The causes of stress are environmental, organizational, group related and individual. I. ENVIRONMENTAL FACTORS: Ivancevich and matter son have identified societal, economic, financial cultural, familial and technological factors s influencing the mental status of employees. Political and economical factors, Law and Order, Technological uncertainty, Social pressure, Social factors. These are the environmental factors influences stress levels among employees in that organization. II ORGANIZATIONAL FACTORS: Organizational factors such as management Labor relations, working conditions, resources allocations, role of trade unions, behavior of co-workers, etc. Working conditions, Organizational policies & procedures, Task design, Role demands, Organizational objectives. These are the factors consider as a main causes of organizational stress. III. GROUP FACTORS: An organization includes group and individuals who influence each other and are influenced by other. Group cohesiveness, Social support, Group conflicts, Togetherness. These are the factors to be considering as a potential cause of stress producing.

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CAUSES OF WORKPLACE STRESS Job stress results from the interaction of the worker and the conditions of work. Views differ on the importance of worker characteristics versus working Conditions as the primary cause of job stress. The differing viewpoints suggestdifferent ways to prevent stress at work. According to one school of thought,differences in individual characteristics such as personality and coping skills aremost important in predicting whether certain job conditions will result in stress-inother words, what is stressful for one person may not be a problem for someoneelse. This viewpoint leads to prevention strategies that focus on workers andways to help them cope with demanding job conditions. Although the importanceof individual differences cannot be ignored, scientific evidence suggests thatcertain working conditions are stressful to most people. Such evidence argues for a greater emphasis on working conditions as the key source of job stress, and for job redesign as a primary prevention strategy. Personal interview surveys of working conditions, including conditions recognized as risk factors for job stress,were conducted in Member States of the European Union in 1990, 1995, and2000. Results showed a trend across these periods suggestive of increasingwork intensity. In 1990, the percentage of workers reporting that they worked athigh speeds at least onefourth of their working time was 48%, increasing to 54%in 1995 and to 56% in 2000. Similarly, 50% of workers reported they workagainst tight deadlines at least one-fourth of their working time in 1990,increasing to 56% in 1995 and 60 % in 2000. However, no change was noted inthe period 19952000 (data not collected in 1990) in the percentage of workersreporting sufficient time to complete tasks. A substantial percentage of Americans work very long hours. By one estimate, more than 26% of men andmore than 11% of women worked 50 hours per week or more in 2000. Thesefigures represent a considerable increase over the previous three decades,especially for women. According to the Department of Labor, there has been anupward trend in hours worked among employed women, an increase in extendedwork weeks (>40 hours) by men, and a considerable increase in combinedworking hours among working couples, particularly couples with young children. SIGNS OF WORKPLACE STRESS Mood and sleep disturbances, upset stomach and headache, and disturbedrelationships with family; friends and girlfriends or boyfriends are examples of stress-related problems. The effects of job stress on chronic diseases are moredifficult to see because chronic diseases
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take a long time to develop and can beinfluenced by many factors other than stress. Nonetheless, evidence is rapidlyaccumulating to suggest that stress plays an important role in several types of chronic health problems-especially cardiovascular disease, musculoskeletaldisorders, and psychological disorders. PREVENTION A combination of organizational change and stress management is often themost useful approach for preventing stress at work.How to Change the Organization to Prevent Job Stress Ensure that the workload is in line with workers' capabilities andresources. Design jobs to provide meaning, stimulation, and opportunities for workersto use Clearly define workers' roles and responsibilities. Give workers opportunities to participate in decisions and actions affectingtheir jobs. Improve communications-reduce uncertainty about career developmentand future Provide opportunities for social interaction among workers. Establish work schedules that are compatible with demands andresponsibilities Discrimination inside the workplace. (e.g. nationality and language )St. Paul Fire and

their skills.

employment prospects.

outside the job. Marine Insurance Company conducted several studies on theeffects of stress prevention programs in hospital settings. Program activitiesincluded (1) employee and management education on job stress, (2) changes in hospital policies and procedures to reduce organizational sources of stress, and(3) establishment of employee assistance programs. In one study, the frequencyof medication errors declined by 50% after prevention activities was implementedin a 700-bed hospital. In a second study, there was a 70% reduction inmalpractice claims in 22 hospitals that implemented stress prevention activities.In contrast, there was no reduction in claims in a matched group of 22 hospitalsthat did not implement stress prevention activities. nother more general approach to Thought Awareness comes with loggingstress in your Stress Diary. When you analyze your diary at the end of the period,you should be able to see the

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most common and the most damaging thoughts.Tackle these as a priority using the techniques below.Here are some typical negative thoughts you might experience when preparing togive a major presentation: Fear about the quality of your performance or of problems that mayinterfere with it; Worry about how the audience (especially important people in it like your boss) or the Dwelling on the negative consequences of a poor performance; or Self-criticism over a less-than-perfect rehearsal.Thought awareness is the first step in

press may react to you;

the process of managing negativethoughts, as you cannot manage thoughts that you are unaware of. Rational Thinking The next step in dealing with negative thinking is to challenge the negativethoughts that you identified using the Thought Awareness technique. Look atevery thought you wrote down and challenge it rationally. Ask yourself whether the thought is reasonable. What evidence is there for and against the thought?Would your colleagues and mentors agree or disagree with it?Looking at the examples, the following challenges could be made to the negativethoughts we identified earlier: Feelings of inadequacy: Have you trained yourself as well as youreasonably should have? Do you have the experience and resources youneed to make the presentation? Have you planned, prepared and rehearsed enough? If you have done all of these, you've done as much asyou can to give a good performance. Worries about performance during rehearsal: If some of your practicewas less than perfect, then remind yourself that the purpose of thepractice is to identify areas for improvement, so that these can be sortedout before the performance. Problems with issues outside your control: Have you identified therisks of these things happening, and have you taken steps to reduce thelikelihood of them happening or their impact if they do? What will you do if they occur? And what do you need others to do for you? Worry about other people's reactions:

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If you have prepared well, andyou do the best you can, then you should be satisfied. If you perform aswell as you reasonably can, then fair people are likely to respond well. If people are not fair, the best thing to do is ignore their comments and riseabove them. Tip: Don't make the mistake of generalizing a single incident. OK, you made amistake at work, but that doesn't mean you're bad at your job.Similarly, make sure you take the long view about incidents that you're findingstressful. Just because you're finding these new responsibilities stressful now,doesn't mean that they will ALWAYS be so for you in the future. Tip: If you find it difficult to look at your negative thoughts objectively, imagine thatyou are your best friend or a respected coach or mentor. Look at the list of negative thoughts and imagine the negative thoughts were written by someoneyou were giving objective advice to. Then think how you would challenge thesethoughts.When you challenge negative thoughts rationally, you should be able to seequickly whether the thoughts are wrong or whether they have some substance tothem. Where there is some substance, take appropriate action. However, makesure that your negative thoughts are genuinely important to achieving your goals,and don't just reflect a lack of experience, which everyone has to go through atsome stage. Positive Thinking & Opportunity Seeking By now, you should already be feeling more positive. The final step is to preparerational, positive thoughts and affirmations to counter any remaining negativity. Itcan also be useful to look at the situation and see if there are any usefulopportunities that are offered by it.By basing your affirmations on the clear, rational assessments of facts that youmade using Rational Thinking, you can use them to undo the damage thatnegative thinking may have done to your self-confidence.

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A M o d el o f str ess P o ten ti a l S o u r ces

I n d i v i d u al d i f f er en ces E n v i r o n m en ta l f a cto r s E co n o m i c u n cer ta i n ty T ech n o l o g i ca l u n cer tai n ty P er cep ti o n J o b ex p er i en ce S o ci a l su p p o r t B el i ef i n l o cu s O f co n tr o l O r g a n i z a ti o n a l fa cto r s T a sk d em an d s R o l e d em an d s I n ter p er so n al d em an d s O r g a n i z a ti o n a l str u ctu r e O r g a n i z a ti o n a l l ea d er sh i p O r g a n i z a ti loif e stag e s n H o sti l i ty E x p er i en ced str ess P h y si o l o g i cal sy m p to m s A n x i ety D ep r essi o n S el-eff i ca cy f H o sti l i ty P h y si o l o g i cal sy m p to m s H ea d a ch es H i g h b l o o d p r essu r e H ea r t d i sea se

P o ten ti a l S o u r ces

D ecr ease in jo b sa ti sf acti o

I n d i v i d u a l fa cto r s F a m i l y p r o b l em s E co n o m i c p r o b l em s p er so n a l i ty

B eh a v i o r a l sy m p to m s p r o d u cti v i ty A b sen teei sm T u r n o v er

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IV. INDIVIDUAL FACTORS: Individual factors such as personal character tics, life changes, and role perceptions create stress in different forms at different levels. Personal character tics, Type A personality, Type B personality, Life Changes, Locus of control, Internal, External, Pole perceptions. EFFECTS OF STRESS Effects of stress are visible in different fro a job involving professionals expertise is pushed up with mild stress. Low stress may motivate them to work harder. A constant pressure of stress reduces ones working capacities. I. Physiological effects II. Psychological effects III. Behavioral impacts These are the effects are main consequences of stress.

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2. MAIN THEME OF THE PROJECT 2.1 OBJECTIVES OF THE STUDY Primary Objective To study the stress level of employees at MORE. FOR YOU RETAIL PRIVAT LTD. Secondary Objectives To study the factors causing stress among employees. To ascertain the employee satisfaction on working condition. To ascertain the coping mechanisms adopted by employees to dues come stress and the support extended by the management.

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2.2 NEED OF THE STUDY The good news is that you can learn ways to manage stress. To get stress under control:

Find out what is causing stress in your life. Look for ways to reduce the amount of stress in your life. Learn healthy ways to relieve stress or reduce its harmful effects. seek alternative viewpoints Avoid extreme reactions; Begin to manage the effects of stress Try to be positive

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2.3 SCOPE OF THE STUDY This study deals with the stress of the job environment of employees. It covers various factors that are influencing the stress upon the employees. The importance of various factors pertaining to the topic such as age, gender, monthly income, etc. and also discussed in general and an attempt has been made to analyze the above factors. The general survey about the opinion of the executives regarding job related stress, working environment, compensation and rewards, relationship, Health and welfare, Psychological factors, and other stressors are also included in this study. This research can be utilized by the organization to make the employees feel very satisfied and stress free life.

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INDUSTRY PROFAIL INTRODUCTION The India Retail Industry is the largest among all the industries, accounting for over 10 per cent of the countrys GDP and around 8 per cent of the employment. The Retail Industry in India has come forth as one of the most dynamic and fast paced industries with several players entering the market. But all of them have not yet tasted success because of the heavy initial investments that are required to break even with other companies and compete with them. The India Retail Industry is gradually inching its way towards becoming the next boom industry. The total concept and idea of shopping has undergone an attention drawing change in terms of format and consumer buying behavior, ushering in a revolution in shopping in India. Modern retailing has entered into the Retail market in India as is observed in the form of bustling shopping centers, multi-storied malls and the huge complexes that offer shopping, entertainment and food all under one roof. A large young working population with median age of 24 years, nuclear families in urban areas, along with increasing workingwomen population and emerging opportunities in the services sector are going to be the key factors in the growth of the organized Retail sector in India. The growth pattern in organized retailing and in the consumption made by the Indian population will follow a rising graph helping the newer businessmen to enter the India Retail Industry. In India the vast middle class and its almost untapped retail industry are the key attractive forces for global retail giants wanting to enter into newer markets, which in turn will help the India Retail Industry to grow faster. Indian retail is expected to grow 25 per cent annually. Modern retail in India could be worth US$ 175-200 billion by 2016. The Food Retail Industry in India dominates the shopping basket. The Mobile phone Retail Industry in India is already a US$ 16.7 billion business, growing at over 20 per cent per year. The future of the India Retail Industry looks promising with the growing of the market, with the government policies becoming more favorable and the emerging technologies facilitating operations.

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THE INDIAN RETAIL SCENE India is the country having the most unorganized retail market. Traditionally it is a family livelihood, with their shop in the front and house at the back, while they run the retail business. More than 99% retailer function in less than 500 square feet of shopping space. Global retail consultants KSA Technopak have estimated that organized retailing in India is expected to touch Rs 35,000 crore in the year 2005-06. The Indian retail sector is estimated at around Rs 900,000 crore, of which the organized sector accounts for a mere 2 per cent indicating a huge potential market opportunity that is lying in the waiting for the consumer-savvy organized retailer. Purchasing power of Indian urban consumer is growing and branded merchandise in categories like Apparels, Cosmetics, Shoes, Watches, Beverages, Food and even Jewellery, are slowly becoming lifestyle products that are widely accepted by the urban Indian consumer. Indian retailers need to advantage of this growth and aiming to grow, diversify and introduce new formats have to pay more attention to the brand building process. The emphasis here is on retail as a brand rather than retailers selling brands. The focus should be on branding the retail business itself. In their preparation to face fierce competitive pressure, Indian retailers must come to recognize the value of building their own stores as brands to reinforce their marketing positioning, to communicate quality as well as value for money. Sustainable competitive advantage will be dependent on translating core values combining products, image and reputation into a coherent retail brand strategy. There is no doubt that the Indian retail scene is booming. A number of large corporate houses Tata Rahejai, Piramals, Goenka have already made their foray into this arena, with beauty and health stores, supermarkets, self-service music stores, newage book stores, every-day-low-price stores, computers and peripherals stores, office equipment stores and home/building construction stores. Today the organized players have attacked every retail category. The Indian retail scene has witnessed too many players in too short a time, crowding several categories STRATEGIES, TRENDS AND OPPORTUNITIES 2007 Retailing in India is gradually inching its way toward becoming the next boom

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industry. The whole concept of shopping has altered in terms of format and consumer buying behavior, ushering in a revolution in shopping in India. Modern retail has entered India as seen in sprawling shopping centres, multi-storied malls and huge complexes offer shopping, entertainment and food all under one roof. The Indian retailing sector is at an inflexion point where the growth of organized retailing and growth in the consumption by the Indian population is going to take a higher growth trajectory. The Indian population is witnessing a significant change in its demographics. A large young working population with median age of 24 years, nuclear families in urban areas, along with increasing workingwomen population and emerging opportunities in the services sector are going to be the key growth drivers of the organized retail sector in India. GROWTH OF RETAIL SECTOR IN INDIA Retail and real estate are the two booming sectors of India in the present times. And if industry experts are to be believed, the prospects of both the sectors are mutually dependent on each other. Retail, one of India largest industries, has presently emerged as one of the most dynamic and fast paced industries of our times with several players entering the market. Accounting for over 10 per cent of the country GDP and around eight per cent of the employment retailing in India is gradually inching its way toward becoming the next boom industry. As the contemporary retail sector in India is reflected in sprawling shopping centers, multiplexmalls and huge complexes offer shopping, entertainment and food all under one roof, the concept of shopping has altered in terms of format and consumer buying behavior, ushering in a revolution in shopping in India. This has also contributed to large-scale investments in the real estate sector with major national and global players investing in developing the infrastructure and construction of the retailing business. The trends that are driving the growth of the retail sector in India are

Low share of organized retailing Falling real estate prices Increase in disposable income and customer aspiration Increase in expenditure for luxury items (CHART)
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Another credible factor in the prospects of the retail sector in India is the increase in the young working population. In India, hefty pay packets, nuclear families in urban areas, along with increasing working-women population and emerging opportunities in the services sector. These key factors have been the growth drivers of the organized retail sector in India which now boast of retailing almost all the preferences of life - Apparel & Accessories, Appliances, Electronics, Cosmetics and Toiletries, Home & Office Products, Travel and Leisure and many more. With this the retail sector in India is witnessing rejuvenation as traditional markets make way for new formats such as departmental stores, hypermarkets, supermarkets and specialty stores. The retailing configuration in India is fast developing as shopping malls are increasingly becoming familiar in large cities. When it comes to development of retail space specially the malls, the Tier II cities are no longer behind in the race. If development plans till 2007 is studied it shows the projection of 220 shopping malls, with 139 malls in metros and the remaining 81 in the Tier II cities. The government of states like Delhi and National Capital Region (NCR) are very upbeat about permitting the use of land for commercial development thus increasing the availability of land for retail space; thus making NCR render to 50% of the malls in India.

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India is being seen as a potential goldmine for retail investors from over the world and latest research has rated India as the top destination for retailers for an attractive emerging retail market. India vast middle class and its almost untapped retail industry are key attractions for global retail giants wanting to enter newer markets. Even though India has well over 5 million retail outlets, the country sorely lacks anything that can resemble a retailing industry in the modern sense of the term. This presents international retailing specialists with a great opportunity. The organized retail sector is expected to grow stronger than GDP growth in the next five years driven by changing lifestyles, burgeoning income and favorable demographic outline. INDUSTRY EVOLUTION

Traditionally retailing in India can be traced to The emergence of the neighborhood Kirana stores catering to the convenience of the consumers Era of government support for rural retail: Indigenous franchise model of store chains run by Khadi & Village Industries Commission 1980s experienced slow change as India began to open up economy. Textiles sector with companies like Bombay Dyeing, Raymond's, S Kumar's and Grasim first saw the emergence of retail chains Later Titan successfully created an organized retailing concept and established a series of showrooms for its premium watches The latter half of the 1990s saw a fresh wave of entrants with a shift from Manufactures to Pure Retailers. For e.g. Food World, Subhiksha and Nilgiris in food and FMCG; Planet M and Music World in music; Crossword and Fountainhead in books. Post 1995 onwards saw an emergence of shopping centers Mainly in urban areas, with facilities like car parking Targeted to provide a complete destination experience for all segments of society Emergence of hyper and super markets trying to provide customer with 3 - Value, Variety and Volume

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Expanding target consumer segment: The Sachet revolution - example of reaching to the bottom of the pyramid. At year end of 2000 the size of the Indian organized retail industry is estimated at Rs. 13,000 crore RETAILING FORMAT IN INDIA Malls: The largest form of organized retailing today. Located mainly in metro cities, in proximity to urban outskirts. Ranges from 60,000 sq ft to 7, 00,000 sq ft and above. They lend an ideal shopping experience with an amalgamation of product, service and entertainment, all under a common roof. Examples include Shoppers Stop, Pyramid, and Pantaloon. Specialty Stores: Chains such as the Bangalore based Kids Kemp, the Mumbai books retailer Crossword, RPG's Music World and the Times Group's music chain Planet M, are focusing on specific market segments and have established themselves strongly in their sectors. Department Stores: Large stores ranging from 20000-50000 sq. ft, catering to a variety of consumer needs. Further classified into localized departments such as clothing, toys, home, groceries, etc.

Departmental Stores are expected to take over the apparel business from exclusive brand showrooms. Among these, the biggest success is K Raheja's Shoppers Stop, which started in Mumbai and now has more than seven large stores (over 30,000 sq. ft) across India and even has its own in store brand for clothes called Stop. Hyper marts/Supermarkets: Large self-service outlets, catering to varied shopper needs are termed as

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Supermarkets. These are located in or near residential high streets. These stores today contribute to 30% of all food & grocery organized retail sales. Super Markets can further be classified in to mini supermarkets typically 1,000 sq ft to 2,000 sq ft and large supermarkets ranging from of 3,500 sq ft to 5,000 sq ft. having a strong focus on food & grocery and personal sales. Convenience Stores: These are relatively small stores 400-2,000 sq. feet located near residential areas. They stock a limited range of high-turnover convenience products and are usually open for extended periods during the day, seven days a week. Prices are slightly higher due to the convenience premium RECENT TRENDS

Retailing in India is witnessing a huge revamping exercise as can be seen in the graph India is rated the fifth most attractive emerging retail market: a potential goldmine. Estimated to be US$ 200 billion, of which organized retailing (i.e. modern trade) makes up 3 percent or US$ 6.4 billion As per a report by KPMG the annual growth of department stores is estimated at 24% Ranked second in a Global Retail Development Index of 30 developing countries drawn up by AT Kearney. Multiple drivers leading to a consumption boom:

Favorable demographics Growth in income Increasing population of women Raising aspirations: Value added goods sales

Food and apparel retailing key drivers of growth Organized retailing in India has been largely an urban Phenomenon with affluent classes and growing number of double-income households. More successful in cities in the south and west of India. Reasons range from differences in consumer buying behavior to cost of real estate and taxation laws.

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Rural markets emerging as a huge opportunity for retailers reflected in the share of the rural market across most categories of consumption
o

ITC is experimenting with retailing through its e-Choupal and Choupal Sagar rural hypermarkets. HLL is using its Project Shakti initiative leveraging women self-help groups to explore the rural market. Mahamaza is leveraging technology and network marketing concepts to act as an aggregator and serve the rural markets.

IT is a tool that has been used by retailers ranging from Amazon.com to eBay to radically change buying behavior across the globe.

RETAIL SALES IN INDIA CHALLENGES & OPPORTUNITIES Retailing has seen such a transformation over the past decade that its very definition has undergone a sea change. No longer can a manufacturer rely on sales to take place by ensuring mere availability of his product. Today, retailing is about so much more than mere merchandising. It about casting customers in a story, reflecting their desires and aspirations, and forging long-lasting relationships. As the Indian consumer evolves they expects more and more at each and every time when they steps into a store. Retail today has changed from selling a product or a service to selling a hope, an aspiration and above all an experience that a consumer would like to repeat. For manufacturers and service providers the emerging opportunities in urban markets seem to lie in capturing and delivering better value to the customers through retail. For instance, in Chennai CavinKar LimeLite, Marico Kaya Skin Clinic and Apollo Hospital Apollo Pharmacies are examples, to name a few, where manufacturers/service providers combine their own manufactured products and services with those of others to generate value hitherto unknown. The last mile connect seems to be increasingly lively and experiential. Also, manufacturers and service providers face an exploding rural market yet only marginally tapped due to difficulties in rural retailing. Only innovative concepts and models may survive the test of time and investments. However, manufacturers and service providers will also increasingly face a host of specialist
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retailers, who are characterized by use of modern management techniques, backed with seemingly unlimited financial resources. Organized retail appears inevitable. Retailing in India is currently estimated to be a US$ 200 billion industry, of which organized retailing makes up a paltry 3 percent or US$ 6.4 billion. By 2010, organized retail is projected to reach US$ 23 billion. For retail industry in India, things have never looked better and brighter. Challenges to the manufacturers and service providers would abound when market power shifts to organized retail.

COMPANY PROFAIL Worli, Mumbai, 400 025, India.

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COMPANY PERSPECTIVES Our Vision: To be a premium global conglomerate with a clear focus on each business. Our Mission: To deliver superior value to our customers, shareholders, employees and society at large. Our Values: Integrity; Commitment; Passion; Seamlessness; Speed. HISTORY OF ADITYA BIRLA GROUP Aditya Birla Group is one of India's largest conglomerates and also claims to be the most international of the country's major corporations. The company acts as a holding company for more than 72 manufacturing and services subsidiaries throughout India, and in Thailand, Indonesia, the Philippines, Malaysia, Australia, China, Egypt, and Canada. Aditya Birla's major subsidiaries include Grasim, the world's leading producer of viscose staple fiber, and a manufacturer of rayon grade pulp, cement, sponge iron, textiles, and chemicals; Hindalco, a leading producer of aluminum and copper; UltraTech Cement, which produces portland cement and related products; Aditya Birla Nuvo, which manufactures clothing, textiles, and carbon black and is India's second largest producer of viscose filament yarn; Indo Gulf, a fertilizer producer; Birla NGK Insulators (a joint venture with NGK of Japan), which is the world's leading producer of insulators; and Idea Cellular Ltd., a mobile service provider jointly owned with fellow Indian conglomerate Tata Industries. The company also produces software and provides IT services, and operates a number of financial products subsidiaries. The company's Birla Sun Life Insurance Co. is the second largest private sector insurance company in India, and its Birla Sun Life Asset Management Co. is the country's fourth largest assets manager. In other areas, the company claims to be the world's eighth largest producer of cement and the world's fourth largest producer of carbon black. These operations combine to generate revenues of nearly $7.6 billion per year. The company is led by Kumar Mandalay Birla, son of Aditya Birla. Indian Financial Dynasty in the 19th Century The Aditya Birla Group was founded in the 1960s by Aditya Birla, who started building his business empire at the age of 24. By then, however, the Birla family had been one of India's most
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prominent industrial and financial families for nearly a century. The origins of the Birla family fortunes lay in the second half of the 19th century, when in 1870 Seth Shiv Narayan Birla launched a cotton- and jute-trading business in the town of Pilani, in Rajasthan, India. Despite the British occupation, and the attempt to establish monopolies by the British trading companies, Birla succeeded in building the family's first fortune. The next phase of the family's success came at the beginning of the 20th century, when Birla's grandson Ghanshyamdas took over as head of the family fortune. The younger Birla led the family into the industrial sector, setting up a jute mill in 1919. The Birla family also became important supporters of the independence movement led by Mahatma Ghandi. Ghanshyamdas Birla not only provided the financial backing for Ghandi, he also participated in the talks with the British that ultimately led to the country's independence. The company's wealth, and its intimate connection with the new Indian government, enabled it to emerge as one of a small number of Indian families that dominated India's quasi-socialist economy through the end of the century. With independence, Birla began developing his industrial empire in earnest. The family quickly branched out into a number of sectors. Just days after the country's declaration of independence, for example, Birla founded Grasim Industrial Ltd., opening a small weaving plant in Gwalior. By 1950, Grasim had begun importing the recently developed rayon fiber, and it began producing rayon-based fabrics. In 1954, Grasim launched its own rayon production, opening a factory in Nagda. By the mid-1960s, Grasim also had launched production of the rayon pulp itself. The family's interest in textiles and rayon in particular led it to acquire another branch, Indian Rayon Corporation, in 1966. That company had been founded just a decade earlier, and in 1963 had expanded with the construction of its own viscose filament yarn factory in Veraval. As part of the Birla family holdings, Indian Rayon, which later evolved into the Birla group's largest subconglomerate, Aditya Birla Nuvo, developed diversified operations, including the production In the meantime, Birla's industrial interests had led it into a new area, the production of metals, and specifically aluminum. The family established a new company, Hindalco, in 1958 and began construction of their first smelter. That complex, in Renukoot, launched production in 1962. By

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1967, the company had set up its own power plant, in Renusagar, described by the company as "a significant strategic move." The company later branched out into copper production as well. International Pioneer: 1970-80 In the mid-1960s, Aditya Vikram Birla joined his father, B. K. Birla, in that branch of the family business, which by then consisted of Grasim, Hindalco, and Indian Rayon. By the end of the decade, Aditya Birla, then 24 years old, was placed in charge of these companies, which formed the basis of the Aditya Birla Group. The younger Birla soon proved himself a visionary, leading the company's development from an India-focused industrial group to India's first and largest internationally operating conglomerate. The company enjoyed the advantages of India's "License Raj," a license-permit-quota system devised by the country's first prime minister, Jawarharal Nehru, that made it difficult for new domestic competitors to emerge. Although this system protected and reinforced the Birla family's interests, it also subjected the Birla group to strict capital controls. At the end of the 1960s, however, Aditya Birla recognized a means of skirting these controls, through the development of foreign interests.In 1969, Birla launched its first subsidiary, Indo Thai Synthetics, to produce and export synthetic yarns in Thailand. Into the 1970s, the company continued to invest in Thailand, launching two new subsidiaries in 1974. The first of these, Thai Rayon, launched production of viscose rayon staple fiber, which it marketed on a global basis as Birla Cellulose. That company quickly grew into a major exporter, while also supplying the Thai textile industry. The company set up in 1974 was Century Textiles Co., which operated a weaving and dyeing plant, producing Centex-branded fabrics, including polyester, rayon, linen, and later lycra and others. By the end of the 1970s, the company's Thai holdings included Thai Carbon Black (TCB), founded in 1978. Carbon black, also known as soot and lampblack, was used as a black pigment for inks, food colorings, and especially for the production of rubber tires. TCB grew strongly, building the world's largest carbon black facility on a single location, and counting among its customers the global big three tire manufacturers. The company was particularly successful in Japan, where it captured more than half of the total carbon black market. Steady Growth Through the End of the 20th Century

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The Birla group's expansion continued through the 1980s. The company moved into Indonesia in 1982, setting up PT Indo Bharat Rayon. In Thailand, in 1984, the company expanded into the production of sodium phosphates for the detergents industry, establishing Thai Polyphosphates and Chemicals. The company added yet another Thai unit in 1987, deepening its interests in that country's textile sector with the founding of Thai Acrylic Fibre. The company also expanded into the chemicals market in Thailand, founding a joint venture, Thai Peroxide Co., with the United States' FMC Corporation in 1989. In the meantime, Birla's Indian holdings continued to expand and diversify as well. Grasim, for example, added cement production in 1985, launching the Vikram Cement plant at Jawad, in Madhya Pradesh. By the beginning of the 1990s, that operation had tripled its production capacity. Through the 1990s, Grasim added other diversified businesses, including merchant exporter Birla International Marketing Corporation in 1992, and Vikram Ispat, a gas-based Leading Diversified Conglomerate in the New Century Aditya Birla nonetheless remained committed to its structure as a highly diversified conglomerate. The company also took advantage of the liberalization of India's economy, launched during the country's economic crisis in 1991, to enter a number of new areas. In 1988, for example, the company launched a petroleum refining joint venture with Hindustan Petroleum Corporation. The company then entered the telecommunications market, forming a joint venture with AT&T of the United States, Birla AT&T, in 1995. That company merged with Tata Communications in 2000, becoming one of the country's leading telecom groups. Through Hindalco, the company launched fertilizer production, under subsidiary Indo Gulf in the late 1980s; in 1998, Indo Gulf added the production of copper as well. In 2002, Hindalco was restructured, with its fertilizer production spun off into a separate company, Indo Gulf Fertilisers. Indo Gulf's copper business was placed directly under Hindalco. By then, Hindalco had acquired major rival Indal, an aluminum producer founded near Kolkata in 1938. That acquisition was completed in 2000; two years later, Indal boosted its aluminum foil production through the purchase of control of Anapurna Foils. Indal was merged into Hindalco in 2004.

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Other new markets for Birla included software development and IT services, which were regrouped into Birla Technologies Ltd. in 2001. The company entered the power generation market through a joint venture with Powergen PLC. In 1999, Birla added financial services to its range, forming a joint venture with Canada's Sun Life Assurance. Into the mid-2000s, Birla also continued to expand its international network. The company made its first entry into the North American market, acquiring the Atholville Pulp Mill in New Brunswick, Canada. The purchase, completed in 1998, established Birla as the world-leading producer of viscose staple fiber and also marked its first major foreign acquisition. In 2003, the company turned to Australia, buying up the Nifty Copper mines in Western Australia. The . Principal Subsidiaries Aditya Birla Chemicals (Thailand) Ltd.; Aditya Birla Nuvo Ltd.; Alexandria Carbon Black Company S.A.E. (Egypt); Alexandria Fiber Company S.A.E. (Egypt); AV Cell Inc. (Canada); AV Nackawic Inc. (Canada); Birla Mineral Resources Pty. Ltd. (Australia); Birla Mt. Gordon Pty. Ltd. (Australia); Century Textiles; Grasim Industries Limited; Hindalco Industries Limited; Indo Gulf Fertilisers Limited; Indo Phil Textile Mills (Philippines); Indo Thai Synthetics; Liaoning Birla Carbon Co. Ltd. (China); Pan Century Edible Oils (Malaysia); PSI Data Systems Limited; PT Elegant Textile Industry (Indonesia); PT Indo Bharat Rayon (Indonesia); PT Sunrise Bumi (Indonesia); Thai Acrylic Fibre; Thai Carbon Black; Thai Peroxide; Thai Rayon; TransWorks Information Services Ltd.

Principal Competitors

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RPG Enterprises; Tata Sons Ltd.; Murugappa Group; Jaypee Group; Amalgamations Ltd.; Dabur India Ltd.; Balmer Lawrie and Company Ltd.; Escorts Ltd.; HMT Ltd.; Greaves Cotton Ltd.; Bombay Burmah Trading Corporation. Chronology

Key Dates 1870 Seth Shiv Narayan Birla launches a cotton- and jute-trading business in the town of Pilani, in Rajasthan, India. 1919 Grandson Ghanshyamdas Birla sets up a jute mill, establishing the family's industrial holdings. 1947 The Birla family sets up the Grasim weaving plant, later adding production of rayon. 1958 The company establishes Hindalco for production of aluminum. 1966 Indian Rayon Corporation is acquired. 1969 Under Aditya Birla, the company launches international expansion, founding Indo Thai Synthetics in Thailand. 1978 Carbon black production is launched in Thailand. 1988 Indo Gulf is formed under Hindalco for the production of fertilizer. 1995 Aditya Birla dies and is succeeded by son Kumar Mangalam Birla, who later leads a restructuring and streamlining of the group; a joint venture, Birla AT&T, is formed. 1998 Info Gulf begins copper production; Birla enters Canada with the purchase of Atholville Pulp Mill in New Brunswick. 1999 Birla adds financial services through an insurance joint venture with Canada's Sun Life. 2000 Birla AT&T merges with Tata Communications; Hindalco acquires Indal. 2002 Hindalco restructures and spins off Indo Gulf Fertilizers; Anapurna Foils is acquired. 2003 Birla acquires Nifty Copper and Mt. Gordon Copper mines in Australia; the company enters China with the creation of the carbon black joint venture, Liaoning Birla.

ABOUT ADITYA BIRLA RETAIL LTD. Aditya Birla Retail Ltd is the retail arm of the Aditya Birla Group, a US$ 24 billion corporation with a market capital of US$ 31.5 billion and in the league of Fortune 500 companies.

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In May 2007, Aditya Birla Retail Ltd launched its first store, more. in Pune and currently has 100 stores across the country. With the acquisition of Trinethra Super Retail, the company will increase its retail foothold to 300 plus stores with re-branding of Trinethra and Fabmall stores in South India. GIVE ME MORE. Our mission is to change the way people shop. We will give them more.,"says Mr. Kumar Mangalam Birla, Chairman, Aditya Birla Group. This statement clearly articulates what Indian consumers can expect of the more. chain of stores from Aditya Birla Retail Limited. The more. brand of stores has been currently launched through the supermarket format, more. for you. So what will more. for you deliver to it's shoppers? The more. for you advantage: more. promises a world-class pleasurable shopping experience to Indian consumers in their very own neighbourhood. more. quality, more. variety, more. convenience and more. value are the four delivery cornerstones of the more. chain of supermarket stores. more. quality Every product at more. goes through a thorough quality check process ensuring 100 per cent more. satisfaction. more. variety Apart from a large range of national brands, shoppers will also find a section called the Best of India, which is an assortment of unique products sourced from across India. The wide range of fresh fruits and vegetables along with private label offerings under brand THE ADITYA BIRLA GROUP ACQUIRES TRINETHRA SUPERRETAIL

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Considering its overall portfolio strategy and long-term growth plans, the Aditya Birla Group has decided to make a purposeful and well considered move into the retail sector. As a first step in this direction, the Group has acquired a significant majority shareholding in Trinethra ited is a leading supermarket and convenience chain with over 170 stores under the Trinethra and Fabmall brands. Its operations span across the four states of Andhra Pradesh, Tamil Nadu, Karnataka and Kerala. Trinethra has around 2500 employees and enjoys a strong consumer franchise in all the states in which it operates. "The acquisition demonstrates our intent to be one of the leading players in the Indian retail industry. Going forward, we will commit the necessary resources in terms of funds, efforts and people to build a long-term, sustainable and successful retail business. We look forward to delivering an outstanding retail experience to Indian consumers," says Mr. Kumar Mangalam Birla, Chairman, Aditya Birla Group. ADITYA BIRLA RETAIL LTD. Aditya Birla Retail Limited is the retail arm of Aditya Birla Group, a USD 28 billion Corporation. The Company ventured into food and grocery retail sector in 2007 with the acquisition of a south based supermarket chain. Subsequently Aditya Birla Retail Ltd. expanded its presence across the country under the brand "more." with 2 formats Supermarket & Hypermarket. Supermarket More. - Conveniently located in neighbourhoods, more. supermarkets cater to the daily, weekly and monthly shopping needs of consumers. The product offerings include a wide range of fresh fruits & vegetables, groceries, personal care, home care, general merchandise & a basic range of apparels. Currently, there are over 575 more. supermarkets across the country. Hypermarket More. MEGASTORE - is a one-stop shopping destination for the entire family. Besides a large range of products across fruits & vegetables, groceries, FMCG products, more. MEGASTORE also has a strong emphasis on general merchandise, apparels & CDIT.

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Currently, twelve hypermarkets operate under the brand more. MEGASTORE in Mysore, Vadodara, Aurangabad, Indore, Mahadevpura & Old Madras Road (Old Chetan Talkies) in Bengaluru, Mumbai, Hyderabad, Vashi, Rohini & Kirti Nagar in New Delhi & Nashik Clubmore. - our loyalty program, currently has a strong membership base of over 1 million members. Aditya Birla Retail Limited. currently has an employee strength of over 11,000. Key functions are headed by professionals with vast retail experience in India & globally. OUR VISION & VALUES Vision: "To consistently provide the Indian consumer complete and differentiated shopping experiences and be amongst India's Top retailers, while delivering superior returns to all stakeholders". Values:

Integrity Commitment Passion Seamlessness Speed

MANAGEMENT TEAM

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THOMAS VARGHESE, CEO - ADITYA BIRLA RETAIL LTD `An engineering graduate from IIT Delhi, Mr. Thomas Varghese attended the Advance Management Program at Harvard Business School at Boston, USA. With over 25 years of rich experience, he has been conferred with the coveted award of "Outstanding Business Leader" at the 5th Aditya Birla Award ceremony in 2004 for his stewardship of the VSF Business in to a global leadership position. He has been serving the Aditya Birla Group with distinction since 1999. He is also an Academic Council Member for the Narsee Monjee Institute of Management & Higher Studies, Mumbai.

RUSSELL BERMAN, CEO HYPERMARKET Russell is a Global Retailer, with more than 24 years of international experience with some of the biggest retailers like McDonald's, Auchan, Lian Hua, and Carrefour in various capacities. He holds a Bachelor of Arts Degree from University of Michigan, and Master of Arts from University of Chicago SATENDRA AGGARWAL, CEO - SUPERMARKET Satendra brings with him over 24 years of experience in key leadership positions in top organisations like Hindustan Unilever Ltd. and Whirlpool. Prior to joining the group, Satendra was the Executive Director - North for Pepsico India where he spent over 10 years in various roles. Satendra is a Science Graduate from University of Mumbai, and holds a Masters Degree in Management Studies from the same university ATUL DAGA, HEAD FINANCE

A finance professional with over 23 years of experience with the Aditya Birla Group in various businesses viz. Cement, Aluminium, Carbon Black. Instrumental in creating a common MIS platform across the various business of the Group. Involved in critical financial restructuring of overseas operations Worked as Executive Assistant to Mr. Aditya Vikram Birla.

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Won the Chairman's Exceptional Contributor award in 2009

A Chartered Accountant; Attended a Leadership Best Practices program at Harvard Business School. RAMESH MITRAGOTRI, CPO Ramesh is a seasoned HR professional with over 23 years of rich experience in Human Resources including a two year stint in Corporate Communications. Prior to joining the Retail business of the Aditya Birla Group, Ramesh was Joint Executive President for the Cement Marketing Division of Grasim Industries, a part of the Cement Business of the Group.Throughout his career he has worked extensively in the introduction of innovative HR Processes and Policies and has been associated with companies like include Owens Corning (India) Ltd., Philips India Ltd., VIP Industries Ltd., Wockhardt Ltd. etc. GOPAL NAIK, HEAD LEGAL Gopal is a Science Graduate and Post Graduate in Law from Dept of Law, University of Mumbai with extensive experience over 3 Decades in Corporate Legal Functions, Real Estate, Labour Laws, Retail Business Development. Associated with Bharat Petroleum for over 23 years and has the privilege of having negotiated a large number high value Retail sites across the country for the purpose of acquisition and was also one of the core member of Change Management team of Bharat Petroleum. Prior to joining ABRL, he was associated with Reliance Industries Ltd for three years and played key and strategic role in setting up Retail Outlets and training executives on compliance related matters in the capacity of Vice President (Legal). MANOJ KRISHNAN, CIO Manoj started his career with HUL, and brings with him over 17 years of rich experience in Information Technology. He was responsible for IT solutions in the area of Manufacturing and Supply Chain (Logistics), and led the SAP implementation for HUL across 120 HUL manufacturing locations, central logistics function and financial consolidation. A B.Tech in

SHIV MURTI, CHIEF MERCHANDISING OFFICER

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Retailer with about 30 years of experience, Shiv holds a BA Hons degree in Economics from Delhi University. In his professional career he has been associated with Brands like Dunlop, Remington Rand, Spencers and Pantaloons. In his last role with the Future Group as Head Food Bazaar Pantaloon Retail India Ltd., he was completely responsible for Operations and Merchandising, layout of stores, training of merchandising personnel, laying down operational standards and guidelines, recruitment and retention of personnel. Shiv was also a member of the Management Committee of PRIL.

Venkat is an Associate Member of the Institute of Cost & Works Accountants of India, Certified Information Systems Auditor and Member of the Institute of Internal Auditors, USA, since 2004. In his 11 years of industry experience, he has been associated with companies like Jindal Iron and Steel, Deloitte Haskins & Sells and WNS Global Services (P) Ltd. In his last assignment with WNS, he was the Associate Vice-President, Group Assurance & Advisory

V. GOPALAKRISHNAN, HEAD QUALITY Gopal is responsible for the formulation and implementation of the overall Quality strategy for the Retail business. He is also responsible for R&D . He brings with him over 21 years of rich experience in the field of Food Processing / FMCG industries. His previous assignment was as Technical Head (India) for Diageo India Limited where he was responsible for Quality, R&D and Safety Health & Environment. He has worked in various capacities in the Quality and Manufacturing areas with organizations such as Colgate Palmolive India Limited, PepsiCo India Holdings Limited and Amul. Gopal is Chemical Technologist with specialization in Food Technology from the illustrious Laxminarayan Institute of Technology - Nagpur. VIDHYA SRINIVASAN, HEAD STRATEGY Vidhya is an IIM, Ahmedabad Graduate and also a Charted Accountant. She has rich and diverse experience in companies like AF Ferguson, AT Kearney and Glenmark AWARDS& ACHIEVEMENTS

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REID & TAYLOR AWARDS 2011 ADITYA BIRLA RETAIL LTD. was awarded the Reid & Taylor Award for Retail Excellence for "RETAIL BEST EMPLOYER OF THE YEAR" with MR. THOMAS VARGHESE being awarded the Prestigious RETAIL ICON AWARD by the Global Jury of Asia Retail Congress 2011.

RETAIL ICON AWARD 2011 Mr. Thomas Varghese, CEO - ABRL, has been presented with the prestigious "Retail Icon Award" at the Reid & Taylor Award for Retail Excellence by the Global Jury of Asia Retail Congress 2011. MOST ADMIRED RETAIL FACE OF THE YEAR 2010 Mr. Thomas Varghese, CEO - ABRL, has been presented with the award "Most Admired Retail Face of the Year - 2010" at the - India Retail Forum 2010 held at Mumbai, Renaissance hotel, organized by IMAGES Group MOST ADMIRED RETAILER IN INDIA FOR THE FOOD & GROCERY SEGMENT Mr. Thomas Varghese , CEO - ABRL, was honored with the Coca-Cola Golden Spoon Award for being the "Most Admired Retailer in India, for the Food & Grocery Segment" , at the Images India Food Forum held in March 2010 REID & TAYLOR AWARDS 2009 Aditya Birla Retail Limited was presented the prestigious "Retail Best Employer of the Year" at the REID & TAYLOR AWARDS FOR RETAIL EXCELLENCE, by the global jury of the Asia Retail Congress 2009. We were also awarded "Impactful Retail and Visual Merchandising" in the same forum. ADITYA BIRLA GROUP RANKED THE NO. 1 BEST EMPLOYER BY THE HEWITT ECONOMIC TIMES SURVEY 2007.

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The US $ 24 billion Indian conglomerate, Aditya Birla Group, was ranked number one in India and among the best in Asia by The Hewitt - Economic Times and Wall Street Journal in their Best Employers Survey 2007. Clear focus on employee engagement by aligning employee needs and business interests, among others, helped the Group develop and implement its best - in - class people practices. The Group's HR processes are replicated seamlessly across businesses spread over 20 countries. Strong orientation to continuous personal and professional growth, challenging canvas, feeling of ownership, values driven work culture and quality of life, are just some of the elements that have catapulted the Group to be the top employer in 2007. Says Mr. Kumar Mangalam Birla, Chairman, Aditya Birla Group, "The broad philosophy of our company as an employer is to empower and to enrich and as part of that there are a couple of things. First, it is very important for people to trust the organisation that they work for unflinchingly and in any situation. Second, we are a meritocracy. People know wherever they are in the organisation they are not lost. If they have merit, then on the basis of that merit alone they will bubble up to the top of the organisation. Third, the fact that we offer many opportunities within the same Group. So you could want to be doing BPO in Canada for the first few years, you could be wanting to work in Australia in mines, you could be wanting to work in Atlanta heading the strategy function for the world's largest rolling company. You will have all of these opportunities and more within the same organisation without having to change from one organisation to another."

2.3 RESEARCH METHODOLOGY

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INTRODUCTION Research in common parlance refers to a search for knowledge. It is an academic activity and as such the term should be used in technical sense. It comprises defining and redefining problems, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, making deductions and reaching conclusions and at last carefully testing the conclusions, to determine whether it fits the formulate hypothesis. DEFINITION OF RESEARCH: According to Advanced learners dictionary of current English Research is defined as, A careful investigation or inquiry especially through search of new facts in any branch of knowledge. According to Redmen may defines, Research as systemized effort to gain new knowledge. It is a process of finding the solution to the problem after a through study and analysis of situational factors. 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. Descriptive research design was adopted for the study. SAMPLING: Sampling is the process of obtaining information about an entire population was used for this study.

SAMPLE SIZE:
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In and around 1500 employees in the audityabirla retail Pvt Ltd.,(More. For you) Chennai region, the sample study was made with 150 employees. Among 60 supervisor, clerical 40, workmen 50 employees. SAMPLING PROCEDURE: Non-probability sampling procedure was used for the study, especially convenient sampling. DATA COLLECTION METHOD: Both primary & secondary data were collected for this study. PRIMARY DATA: Primary data collected from employees through questionnaire. SECONDARY DATA: Secondary data were collected from company records, magazines, journals, and internet. STATISTICAL TOOLS USED: The primary data and secondary data collected is analyzed with the help of the following tools Simple percentage analysis Mean value Chi-square test ANOVA

TOOLS OF THE STUDY

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The statistical tools used for the analysis are: Simple percentage calculation Chi-square analysis ANOVA Correlation

1.

Simple percentage analysis The percentage method is used for comparing certain feature. The collected data represented in the form of tables and graphs in order to give effective visualization of comparison made.

Actual population Sample Percentage = -----------------------------Sample size X 100

2.

Chi Square Analysis test

It is useful to determine the sign cant relationship between the two ariables. The formula is used for chi-square test. (O-E)^2 Chi-square = ----------------E Where, O = observed frequency E = expected frequency

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Expected frequency is calculated as follows

Row total x column total Expected value = -------------------------------------------Grand total Degree of freedom = (r-1) x (c-1) Where, R = Number of rows C = Number of columns.

3. ANOVA

Analysis of variance (Abbreviated as ANOVA) is an extremely useful technique concerning researches in the fields of economics, biology, education, psychology, sociology, and business/industry in researches of several other disciplines. This technique is used here since multiple sample cases are involved One way ANOVA:

Under the one way ANOVA, we consider only one factor and then observe that the reason for said factor to be important is that several possible types of samples can occur within that factor. We then determine if there are differences within that factor. The technique involves the following steps:

4. CORRELATION

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1.

The correction factor (C.F) = G^2 / N

Where, G = Grand total N = No. of observation

2. Total sum of squares (T.S.S) = xij^2 C.F

x1^2

x2^2

x3^2

3. Sum of square between samples (S.S.B) = ---------+ ----------+ ---------- - C.F N1 N2 N3

3. Error sum of square (E.S.S) = (T.S.S) (S.S.B).

3. ANALYSIS AND INTERPRETATION 3.1. SIMPLE PERCENTAGE ANALYSIS

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TABLE. 3.1.1 THE AGE OFTHE RESPONDENTS Particulars Below 20 Years 21-30 Yrs 31-40 Yrs 41 Yrs & above Total INFERENCE The above table reveals that 15% of the respondents are in the age group of below 20 years 55% of them are between 21-30 years, 16% of them belong to 31-40 years, 14% of the respondents are in the group of above 41 years. No. of. Respondents 23 82 24 21 150 Percentage 15 55 16 14 100

TABLE NO: 3.1.2 THE MARITAL STATUS OFTHE RESPNDENTS:

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Particulars Married Un Married Total

No. of Respondents 65 85 150

Percentage 43 57 100

INFERENCE It is noted from the above table that 43% of the respondents are married and 57% respondent are unmarried.

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TABLE NO: 3.1.3 THE MONTHLY INCOME OF THE RESPONDENTS: Particulars Below Rs 5000 5001-8000 8001-10000 10001& above Total INFERENCE The above table clearly depicts that 32% of the respondents income level lies between Rs 5001-8000 per month, 26% of the respondents income lies between Rs 80001-10000 and 25% of the respondents income is above Rs 10001 and 17% of the respondents income is below Rs 5000 per month. No. of. Respondents 26 48 39 37 150 Percentage 17 32 26 25 100

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TABLE NO: 3.1.4 THE EDUCATIONAL QUALIFICATION OFTHE RESPONDENTS Particulars Schooling Graduate Post graduate Professional Diploma Total INFERENCE Out of the 150 respondents, 35% of them did only school level education,32% of them are graduate, 16% of them are post graduate, 10% of them are professional, 7% of them are Diploma. 150 No. of Respondents 53 48 24 15 Percentage 35 32 16 10 7 100

TABLE NO: 3.1.5 THE JOB CADRE OF THE RESPONDENTS

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Particulars Supervisory Clerical Workmen Total INFERENCE

No. of Respondents 44 50 56 150

Percentage 29 34 37 100

The above table clearly predicts that 37% of the respondents are workmen, 34% of them are in the clerical level, and 29% of them are belongs to supervisory cadre.

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TABLE NO: 3.1.6 THE YEARS OF SERVICE OFTHE RESPONDENTS Particulars 1-3 Years 3-6 years 6-10years Above 10years TOTAL INFERENCE It can be inferred from the above table that, 29% of the respondents are having 3-6 years of service, 41% of them are serving with 1-3 years experience 16% of them are serving with 6-10 years of experience 14% were having above 10 years of experience. No. of Respondents 43 61 24 22 150 Percentage 29 41 16 14 100

TABLE: 3.1.7
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EMPLOYEES OPINION REGARDING THEIR JOB: PARTICULERS VERY GOOD GOOD AVERAGE BAD VERY BAD TOTAL INFERENCE: The above table shows that 32% of the respondents are opinion about the job very good and 25% of the respondents are opinion about the job will be good, 19% of the respondents are opinion about the job will be average, 16% of the respondents are opinion about the job very good and 8% of the respondents are opinion about the job very bad. EMPLOYEES OPINION REGARDING THEIR JOB:
60 50 40 30 20 12 10 0 RS E POND NTS E PE C NTAG RE E 8 37 29 24 16 25 19 32 48 VE Y G R OOD G OOD AVE RAG E BAD VE Y B R AD

RESPONDENTS 24 37 48 29 12 150

PERCENTAGE 16 25 32 19 8 100

TABLE: 3.1.8 EMPLOYEES JOB CONDITION:

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PARTICULERS HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED TOTAL

RESPONDENTS 33 39 43 27 8 150

PERCENTAGE 22 26 29 18 5 100

INFERENCE: The above table shows that29 % of the respondent are opinion about the job condition will be neutral and 26% of the respondents are opinion about the job condition satisfied, 22% of the respondents are opinion about the job condition highly satisfied and 18% of the respondents are opinion about the job condition dissatisfied, 5% of the respondents are opinion about the job condition highly dissatisfied. CHART: 3.1.8 EMPLOYEES JOB CONDITION:
160 140 120 100 80 60 40 20 0 RESPONDENT

8 27 43 39 33 5 18 29 26 22
PERCENTAGE HIGHLY DISSATISFIED DISSATISFIED NEUTRAL SATISFIED HIGHLY SATISFIED

TABLE: 3.1.9 EMPLOYEES QUALIFICATION SUITABLE FOR JOB: PARTICULARS EXCELLENT GOOD RESPONDENTS 23 29 PERCENTAGE 15 19

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MEDIUM BAD VERY BAD TOTAL

35 33 30 150

23 22 21 100

INFERENCE: The above table shows that 23 % of the respondents are suitable job medium , 22% of the of the respondents are suitable job of employees bad, 21% of the respondents are suitable job of employees very bad, 19% of the respondents are suitable job of employees good , 15% of the respondents are excellent about the suitable of the job. CHART: 3.1.9 EMPLOYEES QUALIFICATION SUITABLE FOR JOB:

100% 80% 60% 40% 20% 0%

30 33 35 29 23 RESPONDENTS

21 22 23 19 15 PERCENTAGE

VERY BAD2 BAD MEDIUM GOOD EXCELLENT

TABLE: 3.1.10 EMPLOYEES SATISFACTION LEVEL ABOUT OVER TIME JOB IN THE PRESENT JOB: PARTICULARS YES NO RESPONDENTS 113 37 PERCENTAGE 75 25

58

TOTAL

150

100

INFERENCE The above table shows that 75% of the respondents are satisfaction level of about the over time job interest yes, 25% of that % of the respondents are satisfaction level of about the over time job interest no. CHART: 3.1.10 EMPLOYEES SATISFACTION LEVEL ABOUT OVER TIME JOB IN THE PRESENT JOB:

2575 113 37

RESPONDENTS PERCENTAGE

WORKING ENVIRONMENT TABLE: 3.1.11 EMPLOYEES FEEL ABOUT THEIR JOB NATURE: PARTICULARS EXCELLENT GOOD AVERAGE RESPONDENTS 34 32 39 PERCENTAGE 23 21 26

59

BAD NOT BAD TOTAL INFERENCE:

27 18 150

18 12 100

The above table shows that 26 % of the employees feel about their job nature average ,23% of the employees are feel about the job nature excellent, 21 % of the employees are feel about the job good,18% of the employees are feel about the job bad ,12% of the employees are feel about the job not bad. CHART: 3.1.11 EMPLOYEES FEEL ABOUT THEIR JOB NATURE:

39
40 30 20 10 0 RESPONDENTS

34

32

27

18 21

26 1812
NOT BAD BAD AVERAGE GOOD EXCELLENT

EXCELLENT GOOD AVERAGE BAD NOT BAD

23

PERCENTAGE

TABLE: 3.1.12 EMPLOYEES SATISFACTION LEVEL ABOUT BREAK TIME DURING WORKIG HOURS: PARTICULARS HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED TOTAL INFERENCE: RESPONDENTS 37 41 37 24 10 150 PERCENTAGE 25 27 25 16 7 100

60

The above table shows that27 % of them satisfied about the break time during working hours, 25% of them highly satisfied and neutral about break time during working hours, 16% of them dissatisfied about the break time during working hours, 7% of them highly dissatisfied about the break time during working hours. CHART: 3.1.12 EMPLOYEES SATISFACTION LEVEL ABOUT BREAK TIME DURING WORKIG HOURS:

RES POND ENTS

24 10 37

HIGHLY SATISFIED SATISFIED NEUTRAL POOR VERY POOR

37

41

TABLE: 3.1.13 OPINION ABOUT WORK ROOM CONDITIONS

Temperature N o. Of re s 32 % Mean value N o. Of re s 10 Noise % Mean value Light & Ventilation N o. Of re s 28 % Mean value N o. Of re s 19 Radiation % Mean value N o. Of re s 12 Air pollution % Mean value

Particul ars

Highly satisfie d

21

32

10

19

28

13

19

12

61

Satisfie d Neutral Dissatis fied Highly dissatis fied Total

16 26 40 36

27 17 11 24

32 78 160 180

49 46 24 21

33 31 15 14

98 138 96 105

23 36 50 13

15 24 33 9

46 108 200 66

37 32 44 18

25 21 29 12

74 66 176 90

17 31 53 37

11 21 35 25

34 93 212 185

15 0

10 0

482/1 50 =3.21

15 0

10 0

447/1 50 =2.98

15 0

10 0

447/1 50 =2.98

15 0

10 0

425/1 50 =2.83

15 0

100

536/15 0=3.57

CHART: 3.1.13

Opinion about work room conditions

40 35 30 25 20 15 10 5 0 Temperature Air pollution Lighting & Ventilation Radiation Noise Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

Percentage

opinion

62

INFERENCE From the above table it is Inferred that Majority (27%) of the respondents satisfied with the temperature in working environment, 33% of the respondents are satisfied with the Noise condition in the working environment, 33% of the respondents are says that they are dissatisfied with the lighting and ventilation provide by the organization, 29% of the dissatisfied with the radiation 35% of the respondents are dissatisfied with the air pollution which are in the working environment. The mean value of responses for temperature and air pollution in the work sports is (3.21,3.57) which is more than the average of five point scale many of the respondents are neutral with the work room conditions. The mean value of responses for noise lighting and ventilation radiation in the work sports is (2.98,2.98) which is lessthan the average of five point scale many of the respondents are satisfied with work room conditions.

TABLE: 3.1.14 EMPLOYEES SATISFECTION LEVEL IN SHIFTING HOURS: PARTICULARS HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED TOTAL INFERENCE RESPONDENTS 37 41 48 13 11 150 PERCENTAGE 25 27 32 9 7 100

The above table shows that 32% of them neutral about the shifting hours, 27% of them satisfied about the shifting hours and 25 % of them highly dissatisfied about the shifting hours, 9 % of them respondents are dissatisfied about the shifting hours, 7% of them highly dissatisfied about the shifting hours.

63

CHART: 3.1.14 EMPLOYEES SATISFECTION LEVEL IN SHIFTING HOURS:

160 140 120 100 80 60 40 20 0

11 13
48

HIGHLY DISSATISFIED

7 9
32

DISSATISFIED NEUTRAL SATISFIED HIGHLY SATISFIED

41 37
RESPONDENTS

27 25
PERCENTAGE

TABLE: 3.1.15 EMPLOYEES FEEL ABOUT NEW DUTIES: PARTICULARS HIGHLY COMFORTABLE COMFORTABLE MEDIUM UNCOMFORTABLE HIGHLY UNCOMFORTABLE TOTAL INFERENCE: RESPONDENTS 34 41 47 17 11 150 PERCENTAGE 23 27 31 12 7 100

The above table shows that 31% of the employees are suggest about the new duties medium, 27% of the employees are suggest about the new duties comfortable, 23 % of the employees are suggest about the new duties highly comfortable, 12% of the employees are suggest about the new duties uncomfortable, 7% of the employees are suggest about the new duties highly uncomfortable. CHART: 3.1.15

64

EMPLOYEES FEEL ABOUT NEW DUTIES:

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% RESPONDENTS PERCENTAGE 34 23 41 27 47 31 HIGHLY UNCOMFORTABLE UNCOMFORTABLE MEDIUM COMFORTABLE HIGHLY COMFORTABLE

11 17

7 12

TABLE: 3.1.16 EMPLOYEES DISSATISFACTION LEVEL ABOUT THEIR JOB: PARTICULARS UNFAIR TREATMENT UNATTRACTIVE PACKAGE WORKING ENVIRONMENT HEAVY WORK LOAD OTHERS TOTAL INFERENCE: RESPONDENTS 38 31 29 36 16 150 PERCENTAGE 25 21 19 24 11 100

The above table shows that 25% of the respondents are dissatisfaction level about the unfair treatment , 24% of the respondents are dissatisfaction level of heavy work load, 21% of the respondents are dissatisfaction level of unattractive package, 19% of the respondents are working environment, 11% of the respondents are dissatisfaction level of others.

CHART: 3.1.16 EMPLOYEES DISSATISFACTION LEVEL ABOUT THEIR JOB:

65

40 35 30 25 20 15 10 5 0

38 31

36 29 25 21 16 11 19 24 UNFAIR TREATMENT UNATTRACTIVE PACKAGE WORKING ENVIRONMENT HEAVY WORK LOAD OTHERS

RESPONDENTS

PERCENTAGE

TABLE: 3.1.17 FEEL ABOUT THE BONUS PROVIDE BY THE COMPANY

66

INFERENCE: The above table shows that 40% of the respondents are satisfied with the bonus provide by the company, 23% of the respondents are neutral, 22% of the respondents are highly dissatisfied, 8% PARTICULAR HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED TOTAL RESPONDENTS 34 60 35 10 11 150 PERCENTAGE 22 40 23 7 8 100

of the respondents are highly dissatisfied and 7% of the respondents are dissatisfied with the bonus provide by the company. CHART: 3.1.22 FEEL ABOUT THE BONUS PROVIDE BY THE COMPANY

50 40 30 20 10 0 22

SATISFACTION LEVEL 40 23 7
SATISFACTION LEVEL

TABLE: 3.1.18 COMPANY HONOR OF THE HARD WORK: PARTICULAR Very good RESPONDENTS 45 PERCENTAGE 30

67

Good Neutral Bad PARTICULAR Very bad HIGHLY SATISFIED TOTAL SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED TOTAL INFERENCE:

50 45 7 RESPONDENTS 3 42 150 55 33 12 8 150

33 30 5 PERCENTAGE 2 28 100 37 22 8 5 100

The above table shows that the majority of the respondents i.e., 33% of the respondents are ranked good for the honor of the hard work, 30% of respondents are ranked very good, 30% of respondents are neutral, 5% of respondents are ranked bad and 2% of the respondents are ranked very bad for the company honor of the hard work. CHART: 3.1.23 COMPANY HONOR OF THE HARD WORK:
COMPANY HONOR OF THE HARD WORK
35 30 25 20 15 10 5 0 Very good Good Neutral Bad 5 2 Very bad 30 33 30

TABLE: 3.1.19

HONOR OF THE HARD WORK

SATISFACTION OF MOTIVATIONS: INFERENCE:

68

The above table shows that majority of the respondents i.e., 37% of respondents are satisfied with the motivation provide by the company,28% of respondents are highly satisfied, 22% of the respondents are neutral, 8% of the respondents are dissatisfied and 5% of the respondents are highly dissatisfied with the motivation provide by the company. CHART: 24 SATISFACTION OF MOTIVATIONS: OF MOTIVATIONS SATISFACTION
40 35 30 25 20 15 10 5 0 HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED 8 5 28 22 37

TABLE NO: 20 TABLE: 3.1.25

HIGHLY DISSATISFIED

SATISFACTION OF MOTIVATIONS

PSYCHOLOGICAL STRESSORS Particulars 1 No. Of res % Mea N % n o valu . e O f r e s 2 39 1 8 Negative thinking 2 Mean No value . Of res 3 % Mea N n o. value O f re s % 4 Mean value

Strongly

39

12

33

22

33

11

17

69

agree Agree Nor Agree Neither disagree Disagree Strongly Disagree Total 52 27 150 11 21

6 7 1 4 22 63

2 2 6 3 1 1 7 2 1 52 93 27 26 18 17 54 78

7 3 1 3 4 21 23 62 72

3 5 1 8 1 0 0

208 135 467/ 150 =3.1 1

6 2 1 9 1 5 0

4 1 1 3 1 0 0

248 95 500/1 50 =3.33

53 11 15 0

35 8 10 0

222 55 442/ 150 =2.9 4

3 7 3 1 1 5 0

24 21 10 0

148 155 454/1 50 =3.02

Particul ars 5 No. Of res % Mea N % n o valu . e O f r e s 1 7 1 26 48 1 3 4 9 2 6

Rational thinking 7 Mean value N o. Of res % Mea N n o. value O f re s % 8 Mean value

Strongly agree Agree

26 24

13 42

15 37

10 25

15 74

1 3 3

8 23

13 72

70

6 Nor Agree Neither disagree Disagre e Strongly Disagre e Total 48 31 3 2 2 1 1 0 0 192 155 31 2 1 93

1 3 2

7 2 1 96 31 21 93

4 3 7 25 111

4 5 1 9 1 5 0

3 0 1 3 1 0 0

180 95

44 23

29 15

176 115

4 4 2 2 1 5 0

29 15

176 110

150

514/ 150 =3.4 2

426/1 50 =2.84

15 0

10 0

473/ 150 =3.1 5

10 0

482/1 50 =3.21

CHART: 3.1.25

Psychological stressors
45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Nor Agree Neither disagree Disagree Strongly Disagree

Percentage

Negative thinking

71

Psychological stressors
35 30 25 20 15 10 5 0
di sa gr ee Ag re e Ag re e ag re e ag re e isa gr ee

Percentage

Series1 Series2 Series3 Series4

St ro ng ly

No r

Di s

th er

Rational Thinking

INFERENCE From the above table it is Inferred that Majority (35%) of the respondents are disagree with the fear about in the future, 41% of them says that they are disagrees with the putting their self down, 35% of the respondents says that they are disagrees with the critizing their self for error wrong perception about them selves, 24% of them says that they are disagrees with the doubt their abilities and also 32% of the respondents are disagree with the feeling of inadequacy, 30% of the respondents says that they are disagrees with the worries about performance during work, 29% of the respondents says that they are disagrees with the worries about peoples reaction and 29% of the respondents says that they are agrees with the problems with issues outside of control. The mean value of responses for fears about future putting yours self down doubt your abilities, feeling of inadequacy, worries about peoples reaction problems with issues outside of control is

72

St ro ng ly

Ne i

(3.11,3.33,3.02,3.42,3.15,3.21) which is more than the average of five point scale many of the respondents are neutral with the psychological stressors. The mean value of responses for critizing your self for error and wrong perception about themselves, worries about performance during work is (2.94,2.84) which is less than the average of five point scale many of the respondents are satisfied with the psychological stressors.

TABLE: 3.1.21 FACTORS CONSIDERED TO BE JOB RELATED HEALTH CONCERNED THE STRESS: PARTICULAR Working conditions are unhealthy Physical danger existed at workplace Heavy physical tasks to complete Overqualified for your jobs Feeling unstipulated Others TOTAL 21 12 7 150 15 8 5 100 41 27 32 22 RESPONDENTS 35 PERCENTAGE 23

73

INFERENCE: The above table it is inferred that 27% of the respondents feel that the working condition is heavy to complete, 23% of the respondents are feel unhealthy, 22% of them feel that the physical danger exists at work place, 15% of them feel that they are feel over qualified for their Jobs, 8% of them feel unstipulated for their work place and 5% of them are feel some other stress in their work place.

CHART: 3.1.22 FACTORS CONSIDERED TO BE JOB RELATED HEALTH CONCERNED THE STRESS:

F A C TO R S 30 25 20 15 10 5 0
W o rk in g P h y s ic a l d a n g ee a v y p h y s ic avl e rq u a lif ie d f o rF e e lin g Hr O c o n d it io n s a re e x is t e d a t t a s k s t o c o m p le ty o u r jo b s u n s t ip u la t e d e u n h e a lt h y w o rk p la c e O t h e rs

27 23 22 15 8 5

FA C TO RS

74

TABLE: 3.1.23 THE ACCIDENT MET BY EMPLOYEE WHILE WORKING IN THE INDUSTRY Particulars Yes No TOTAL No. of Respondents 84 66 150 Percentage 56 44 100

INFERENCE The table reveals that 56% of the respondents have met with any accident during working hours and 44% of them said that they have not met with accident while working in the industry. THE ACCIDENT MET BY EMPLOYEE WHILE WORKING IN THE INDUSTRY

75

90 80 70 60 50 40 30 20 10 0

R S OND NT EP E S P[E C NT E R E AG

YE S

NO

TABLE: 3.1.24 THE FACTORS THAT MAKE TO FEEL STRESSED: Particulars work Relationship Family situation Your self TOTAL INFERENCE: From the table it was understood that 30% of the respondents feel stressed due to family situation make them to feel stressed, 30% of them felt that other factors make them to feel stressed, 23% of them that relationship makes to felt stressed and 17% of them felt that family situation make them to feel stressed. CHART.3.1.28 No. of respondents 26 34 45 45 150 Percentage 17 23 30 30 100

76

THE FACTORS THAT MAKE TO FEEL STRESSED:

45 40 35 30 25 20 15 10 5 0

45 34 26 17 23

45RES PONDENTS
PERCENTAGE

30

30

WORK

REL ATIONS HIP

FAMIL S Y ITUATION

Y OUR S F EL

TABLE: 3.1.25 THE RESPONDENTS OPPORTUNITY FOR GORWTH Particulars Yes No TOTAL INFERENCE The above table it is mentioned that 67% of respondents agree that they have opportunity for growth, 33% of them said that do not have opportunity for growth. CHART: 3.1.25 THE RESPONDENTS OPPORTUNITY FOR GORWTH No. of Respondents 100 50 150 Percentage 67 33 100

77

33 50 100 67
YS E NO

If yes Particulars Training Seminar Guest lectures Higher education TOTAL INFERENCE Among those who says yes 40% of them says that higher education is the factor for their growth in the industry 30% of them says that training is the factor for their growth in the industry, GROW OF OPPORTUNITY TH 20% of them says that seminar is the factor for their growth in the industry and remaining 10% of them are feel that higher education is the main factor for their growth in industry. No of Respondents 30 20 10 40 100 Percentage 30 20 10 40 100

40%

30%

Training Seminar Guest lectures Higher education

10%

20%

78

TABLE: 3.1.26 EMPLOYEES FEEL ABOUT THE ROUTINE WORK: PARTICULAR HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED TOTAL INTERPRETATION: The above table shows that 38% of the respondents are feel satisfied about their routine work, 27% of the respondents are highly satisfied, 20% of the respondents are neutral, 10 % of the respondents are dissatisfied and 5% of the respondents are feel highly dissatisfied about their routine work. RESPONDENTS 40 57 30 15 8 150 PERCENTAGE 27 38 20 10 5 100

79

CHART: 3.1.26 EMPLOYEES FEEL ABOUT THE ROUTINE WORK:

FEEL ABOUT THE ROUTINE WORK 38

40 35 30 25 20 15 10 5 0
HIGHLY SATISFIED

27 20 10 5

SATISFIED

NEUTRAL

DISSATISFIED

FEEL ABOUT THE ROUTINE WORK

HIGHLY DISSATISFIED

80

TABLE NO: 3.1.27 THE CAPACITY TO MANAGE NEW TECHNOLOGY IN THEIR WORK Particular Yes No TOTAL INFERENCE It is noted from the above table that 41% of them said that they are able to manage if organization adopts new technology in their work 59% of then said that they are not able to manage, if the organization adopts new technology CHART: 3.1.27 THE CAPACITY TO MANAGE NEW TECHNOLOGY IN THEIR WORK No. of Respondents 61 89 150 Percentage 41 59 100

81

Slice 3 4 0%

YES 41%

NO 59%

CHI-SQUARE TEST SIGNIFICANCE BETWEEN YEARS OF SERVICE AND OPINION ABOUT THE ACCIDENT WHILE WORKING IN THE INDUSTRY AIM: To find out the association between years of service & opinion about the accident while working in the industry. HO: There is no significant relationship between years of service & opinion about the accident while working in the industry. H1: There is a significant relationship between years of service & opinion about the any accident while working in the industry. Table No: 3.1.28

Score Years of Service Yes 1-3 years 3-6 years 33(24.08) 37(34.16) No 10(18.92) 24(26.84) 43 61 Total

82

6-10 years 10 & above years Total

6(13.44) 8(12.32) 84

18(10.56) 14(9.68) 66

24 22 150

Calculated Value Degree of freedom Table Value

: : :

20.844 3 7.815

INFERENCE: The above table show that the calculated value is (20.844)

which is more than the table value of 7.815 at 5% level of significance with degrees of being V=3. This analysis supports the alternative hypothesis. So there is a significant relation ship between years of service and opinion about the employees met any accident while working in the industry.

83

SIGNIFICANCE BETWEEN MONTHLY INCOME AND OPINION ABOUT THE SALARY AIM: To find out the association between monthly income and opinion about the salary. HO: H1: There is no significant relationship between monthly income and opinion about the salary. There is a significant relationship between monthly income and opinion about the salary. Table No: 3.1.29

Score Monthly Income Yes Below-5000 5001-8000 8001-10000 10001 & above Total 21(21.21) 25(22.36) 23(27.52) 17(14.90) 86 No 16(15.78) 14(16.64) 25(20.48) 9(11.09) 64 37 39 48 26 150 Total

Calculated Value

3.160

84

Degree of freedom Table Value

: :

3 7.815

INFERENCE: The above table show that the calculated value is (3.160) which is less than the table value of 7.815 at 5% level of significance with degrees of being V=3. This analysis supports the null hypothesis. So there is no significant relationship between monthly income and opinion about the satisfaction with the salary.

ANOVA

85

AIM: To find out the variance between job cadre fear about the future. Ho H1 : Job cadre bas no variance on fear about the future : Job cadre has variance on fear about the future TABLE NO: 3.1.30 The Variance between the Job cadre and fear about the future

Sources of Variation Sum of Squares Sum of Square with in sample

Sum of Squares 45.17

Degrees of freedom 3-1,2

Mean of Square 45.17 = 2258 . 2 56791 . = 3.86 147

F-Ratio

F. Limited 5% 2.147 (3.07)

22.58 = 3.86 2 5.84

567.91

150 30= 147

613.08 149

Calculated Value:

5.84

Degree of Freedom: (2,147) Table Value : INFERENCE: The above table shows that the calculative value which is less than the table value at 5% of level of significance with the degree of freedom being V1=2 V2=147 This analysis supports the alternative hypothesis so there is variance between the job cadre and negative thinking of fear about future. FINDINGS 3.07

86

The table reveals that 15% of the respondents are in the age group of below 20 years 55% of them are between 21-30 years, 16% of them belong to 31-40 years, and 14% of the respondents are in the group of above 41 years.

It is noted from the above table that 43% of the respondents are married and 57% respondent are unmarried.

The table clearly depicts that 32% of the respondents income level lies between Rs 5001-8000 per month, 26% of the respondents income lies between Rs 8000110000 and 25% of the respondents income is above Rs 10001 and 17% of the respondents income is below Rs 5000 per month

Out of the 150 respondents, 35% of them did only school level education,32% of them are graduate, 16% of them are post graduate, 10% of them are professional, 7% of them are Diploma.

The table clearly predicts that 37% of the respondents are workmen, 34% of them are in the clerical level, and 29% of them are belongs to supervisory cadre.

It can be inferred from the above table that, 29% of the respondents are having 3-6 years of service, 41% of them are serving with 1-3 years experience 16% of them are serving with 6-10 years of experience 14% were having above 10 years of experience.

The table clearly 29 % of the respondent are opinion about the job condition will be neutral and 26% of the respondents are opinion about the job condition satisfied, 22% of the respondents are opinion about the job condition highly satisfied and 18% of the respondents are opinion about the job condition dissatisfied, 5% of the respondents are opinion about the job condition highly dissatisfied.

It can be inferred 23 % of the respondents are suitable job medium , 22% of the of the respondents are suitable job of employees bad, 21% of the respondents are suitable job of employees very bad, 19% of the respondents are suitable job of employees good , 15% of the respondents are excellent about the suitable of the job.

87

The table clearly predicts 75% of the respondents are satisfaction level of about the over time job interest yes, 25% of that % of the respondents are satisfaction level of about the over time job interest no. The table clearly depicts that 26 % of the employees feel about their job nature average ,23% of the employees are feel about the job nature excellent, 21 % of the employees are feel about the job good,18% of the employees are feel about the job bad ,12% of the employees are feel about the job not bad. It is noted from the above table that % of them satisfied about the break time during working hours, 25% of them highly satisfied and neutral about break time during working hours, 16% of them dissatisfied about the break time during working hours, 7% of them highly dissatisfied about the break time during working hours. It can be inferred from 32% of them neutral about the shifting hours, 27% of them satisfied about the shifting hours and 25 % of them highly dissatisfied about the shifting hours, 9 % of them respondents are dissatisfied about the shifting hours, 7% of them highly dissatisfied about the shifting hours. The above table clearly depicts that 31% of the employees are suggest about the new duties medium, 27% of the employees are suggest about the new duties comfortable, 23 % of the employees are suggest about the new duties highly comfortable, 12% of the employees are suggest about the new duties uncomfortable, 7% of the employees are suggest about the new duties highly uncomfortable It is noted from the above table that 25% of the respondents are dissatisfaction level about the unfair treatment , 24% of the respondents are dissatisfaction level of heavy work load, 21% of the respondents are dissatisfaction level of unattractive package, 19% of the respondents are working environment, 11% of the respondents are dissatisfaction level of others. The above table clearly depicts that 27% of employees are working related problems are giving solution to the problem and listing to the problem, 25% of the them employees are work related problems rectify the problems,13% of the employees are working related problems are giving solution to problem, 8 % of the employees are others.

88

It is noted from the above table that 32% of the respondents are neutral about the managing the personal problems, 27% of respondents are good about the managing the personal problems, 25% of the respondents are excellent about the managing the personal problems, 9% of the respondents are poor about the managing the personal problems, 7% of the respondents are very about the managing the personal problems. The above table clearly depicts that % of the employees are opnion about the salary related working load average, 29% of the employees are opinion about the salary related working load good, 20% of the employees are opinion about the salary working load very good, 8 % of the employees are opinion about the salary related working load very bad, 7% of the employees are opinion about the salary working load bad It is noted from the above table that 80% of the employees are salary paid at the right time,20% of the employees are salaried paid at the right time no. It can be inferred from the above table that 40% of the respondents are satisfied with the bonus provide by the company, 23% of the respondents are neutral, 22% of the respondents are highly dissatisfied, 8% of the respondents are highly dissatisfied and 7% of the respondents are dissatisfied with the bonus provide by the company. The majority of the respondents i.e., 33% of the respondents are ranked good for the honor of the hard work, 30% of respondents are ranked very good, 30% of respondents are neutral, 5% of respondents are ranked bad and 2% of the respondents are ranked very bad for the company honor of the hard work. Majority of the respondents i.e., 37% of respondents are satisfied with the motivation provide by the company,28% of respondents are highly satisfied, 22% of the respondents are neutral, 8% of the respondents are dissatisfied and 5% of the respondents are highly dissatisfied with the motivation provide by the company. The table it is inferred that 27% of the respondents feel that the working condition is heavy to complete, 23% of the respondents are feel unhealthy, 22% of them feel that the physical danger exists at work place, 15% of them feel that they are feel over qualified for their Jobs, 8% of them feel unstipulated for their work place and 5% of them are feel some other stress in their work place.

89

The table reveals that 56% of the respondents have met with any accident during working hours and 44% of them said that they have not met with accident while working in the industry. From the table it was understood that 30% of the respondents feel stressed due to family situation make them to feel stressed, 30% of them felt that other factors make them to feel stressed, 23% of them that relationship makes to felt stressed and 17% of them felt that family situation make them to feel stressed. The above table it is mentioned that 67% of respondents agree that they have opportunity for growth, 33% of them said that do not have opportunity for growth. The above table shows that 38% of the respondents are feel satisfied about their routine work, 27% of the respondents are highly satisfied, 20% of the respondents are neutral, 10 % of the respondents are dissatisfied and 5% of the respondents are feel highly dissatisfied about their routine work. 38% of the respondents are feel satisfied about their routine work, 27% of the respondents are highly satisfied, 20% of the respondents are neutral, 10 % of the respondents are dissatisfied and 5% of the respondents are feel highly dissatisfied about their routine work. It is noted from the above table that 53% of the respondents are feel satisfied about their management decision, 20% of the respondents are highly satisfied, 13% of the respondents are neutral, 8 % of the respondents are dissatisfied and 5% of the respondents are feel highly dissatisfied about their management decision. From the above table, it is inferred and that 47% of them says that they have job security, 53% of them says that they do not have job security. It is noted from the above table that 41% of them said that they are able to manage if organization adopts new technology in their work 59% of then said that they are not able to manage, if the organization adopts new technology.

Mean Analysis

90

The respondents felt that welfare facilities are satisfied which is less than the average of five point scale.

The respondents felt that the neither fear about Future nor agree neither disagree which is more than the average of live point scale.

Chi-Square Test:

The analysis proved that the years of service respondent have stated relation with their mistake while working in the industry.

ANOVA: The variance between the Job cadre and fear about the future

4.2 SUGGESTIONS

Based upon the findings and responses the researcher has suggested some recommendations to relieve from the stress. The suggestion is given below INDIVIDUAL APPROACHES
91

The employees can take personal responsibility for reducing their stress level by time-management techniques, and expanding the social support network. Individuals can learn themselves to reduce tension through relaxation technique such as mediation, hypnosis and biofeedback. Expanding your social network by having friends, family or work colleagues to hear your problems and to offer a more objective perspective on situation.

ORGANJIZATIONAL APPROACHES: The organization may provide attractive salary package to promote trust of employees in order to retain the employees. The organization may raise their compensation package paid to the employees by considering the present cost of living index& they should make it commensurate with the employees educational qualification & experience. The organization may take necessary steps to provide reward for the employees for their high achievement. The organization may provide counseling session to those who are affected by psychological stressors, in order to get relief from those stressors. The organizations try to provide atmosphere to learn through on the job training, off the job training, workshop for the growth of an employee and development of organization. The organization may provide welfare program to prevent the employees physical & mental stress. The organization may provide rewards system when they identify the employees extraneous performance.

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4.3 CONCLUSION The study has made clear the stress level among employees Krishna Tex.Mil PVT LTD Vijayamangalam. The factors which contribute to stress have been ascertained. The Study has revealed the coping level of stress by the employees & the coping mechanism adopted to manage stress at home as well as in the work environment. The Study made explicit that a sizeable majority of employees have medium stress level. The Study has also contributed in to way of suggestions, which will enable the employee to avoid & cope with stress skill fully in their day to day life. Both the individual & the organization must accept some responsibility in the management & control of stress. The first important step is to recognize needs to deal with stress but this must be matched equally with determination and patience if change is to be effectively introduced & maintained introduced and maintained. The contributing factor for stress relieving are attractive salary package, good working environment with minimum work hours, existence of good employer-employee relationship, employer is considerate enough to support the employees, when they are in need of support from the employer, the health conditions of employees and their families were quite good and satisfaction of the employees by providing basic facilities like canteen, transport, recreational, Medical etc. Based on the analysis, this study concludes that the stress level of executives in Krishna Tex.Mil was at low. The company could improve some basic facilities to make the employees feel more happy with the total working environment.

THE STUDY ON STRESS MANAGEMENT WITH SPECIAL REFERENCE TO ADITYA BIRLA MORE RETAIL SUPER MARKET, IN CHENNAI.
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PERSONAL DETAILS: i. Name: ii. Age a) Above 20 years b) 21-30 years c) 31-40 years d) Above 41 years iii. Material status a)Married b)un married iv. Annual income a) Below Rs.5000 b) Rs.5001-8000 c) Rs.8001-10000 d) Above Rs.10001 v. Educational qualification a) Schooling b) U.G c) P.G d) Professional e) Diploma vi. Job cadre a) Manager b) Supervisory c) Senior CSA d) CSA Vii. Years of service a) 0-1 years b) 1-3 years c) 3-6 years d) 6-10 years e)above 10 years 1. JOB RELATED STRESS 1. What is your opinion regarding your job? a) Highly satisfied b) satisfied c) neutral d) dissatisfied e) highly dissatisfied 2. How do you feel about the job condition? a) Highly satisfied b) satisfied c) neutral d) dissatisfied e) highly dissatisfied 3. How well your qualification suitable for your job? a) Highly satisfied b) satisfied c) neutral d) dissatisfied e) highly dissatisfied 4. Are you required to work overtime in your present job? a) Yes b) No 2. WORKING ENVIRONMENT

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5. How do you feel with your job nature? a) excellent b) good c) average d)bad e) very bad

6. How do you satisfy with the break time during the working hours? a) Highly satisfied b) satisfied c) neutral d) dissatisfied e) highly dissatisfied 7. What is your level of satisfaction with the following workroom condition? Factors Temperature Noise Lighting Ventilation Radiation Air pollution Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

8. What is your satisfaction level with shift hours in the organization? a) Highly satisfied b) satisfied c) neutral d) dissatisfied e) highly dissatisfied 9. How do you feel comfort with new duties? a)Highly comfortable b) comfortable c) medium d)uncomfortable 10. Which factor makes you to feel unwillingness in you job? a) Unfair treatment b) Unattractive package c) Working environment d) Heavy workload e) others d) highly uncomfortable

3. COMPENSATION & REWARDS

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11 What is your opinion about salary relating with the workload? a) Highly satisfied b) satisfied c)neutral d) dissatisfied e) highly dissatisfied 12 Whether the salary is paid at the right time a) Yes b) No

13 What do you feel about the bonus provide by the company? a) Highly satisfied b) satisfied c)neutral d) dissatisfied e) highly dissatisfied

14 How does the company honor the hard workers? a) Very good b) good c) neutral d)bad e) very bad 15 What is your satisfaction about motivation given by the company for your high performance? a) Highly satisfied b) satisfied c)neutral d) dissatisfied e) highly dissatisfied

4. PSYCHOLOGICAL STRESSORS 16 What is your opinion about the following psychological challenges? Strongly Agree Agree Nor Agree Neither disagree Disagree Strongly Disagree

Negative Thinking 1. Fear about future 2. Putting your self Down

3. Critizing yourself For error wrong Perception about

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Themselves 4. Doubt your abilities Rational Thinking 5. Feeling of Inadequacy 6. Worries about Performance During work 7. Worries about Peoples reaction

8. Problems with Issues outside Our control 5. HEALTH & WELFARE 17 What is the factor considered to be job related health concerned stress? a) Working conditions are unhealthy c) Heavy physical tasks to complete e) Feeling unstipulated b) Physical danger exists at workplace d) Overqualified for your jobs f) other

28 Have you met with any accident while working in the industry? a) Yes b) No

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6. OTHER STRESSORS 19What makes you feel stressed? a) Work b) Relationship c) Family situation d) Yourself e) others specify.. 20(i) Whether the organization provides an opportunity for the growth of an employee? a) Yes b) No 20.ii) If yes, in what way? a) Training b) Seminar c) Guest lecturers d)Higher education 21.w do you feel your routine work? a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied 22 Are you able to manage, if organization adopts new technology in your work? a) Yes b) No 23.f you want to give to give any suggestion. . .

BIBLIOGRAPHY Reference books:

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KOTHARI C.R. Research Methodology & Techniques Revised second Edition, New age international Publishers. MISHRAM.S Organizational Behavior, Vikas Publishing house Pvt. Ltd. STEPHEN P.ROBBINS, Organizational Behavior, Eastern Economy Edition, 2005. Journal Indian Jounal of Industrial Relations 2005-2006, A Review of economic and social Development Magazine THE HINDE News Paper, Indias National Newspaper since 1878. Introduction to the Study

www.wikipedia.com

Introduction to the Textile:

www.google.com www.textileindustry.com

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