a study of stress management with reference to hindustan paper corporation limited cpm , panchgram,...

M.B.A. Program Solapur University, Solapur

1.1 Introduction to Human Resource Management

Human Resource Management is an art of managing people at work in such

a manner that they give their best to the organization. In simple word human

resource management refers to the quantitative aspects of employees working in

an organization.

Human Resource Management is also a management function concerned with hiring,

motivating, and maintains people in an organization. It focuses on people in

organization.

Organizations are not mere bricks, mortar, machineries or inventories. They are

people who staff and manage the organizations.HRM involves the application of

management functions and principles. The functions and principles are applied to

acquisitioning, developing, maintain, and remunerating employees in organizations.

Decisions relating to employees must be integrated. Decision on different aspect of

employees must be consistent with other human resource decisions. Decision made

must influence the effectiveness of organization. Effectiveness of an organization

must result in betterment of services to customers in the form of high-quality product

supplied at reasonable costs

HRM function s is not confined to business establishment only. They are applicable to

non-business organizations, too such as education, health care, recreation etc. The

scope of HRM is indeed vast. All major activities in the working life of his or her

entry into an organization until he or she leaves-come under the previews of HRM

specifically, the activities included are HR planning, job analysis and be sign,

recruitment and selection, orientation and placement, training and development,

performance appraisal and job evaluation, employee and executive remuneration,

motivation and communication, welfare, safety and health, industrial relations and the

like. HRM is a broad concept Personnel management and human resource

development is a part of HRM. Before we define “Human Resource Management”,

it seems good to first define heterogeneous in the sense that they differ in

personality, perception, emotions, values, attitudes, motives, and modes of

SVERI’S, COE, MBA DEPARTMENT, PANDHARPUR (2015-2016)


thoughts.Human resource management plays an important role in the

development process of modern economy. In fact it is said that all the development

comes from the human mind.

“ Human Resource Management is a process of producing development,

maintaining and controlling human resources for effective achievement of

organization goals.”

Fig.1: Human Resource Management

1.2Objectives Of The Study

1. To identify the factors causing stress among the employees.

2. To study the level and kind of stress among the employees.

3. To study about the effect of stress on employees in CPM.

1.2.1Importance Of The Study

People from all walks of life suffer from stress one way or another. Stress can

make us weak. So if we do not take care of ourselves, we can get sick which can

lead to more problems down the road.

When stress becomes excessive, it can be very damaging. It can harm: health,

happiness, work performance, team spirit and co-operation, relationships and

personal development.

It is important to recognise and address the underlying causes of stress, or else the

experience of stress will never go away.


http://www.associatedcontent.com/theme/1687/stress.html


Stress is necessary in order to survive.Stress is necessary for development and

growth.Stress helps us to achieve peak performance when required.Stress is

manageable.Too much stress can wear us out “mentally and physically” and is a

leading cause of illness.

1.3 Scope Of The StudyThe scope of the project was defined by the objectives themselves. The study was

done basically for the fulfilment of the objectives. This means that the scope of study

was basically an attempt to find out level of stress and its impact on productivity as

well as the welfaremeasure. The study covers all the departments of Hindustan Paper

Corporation Limited, Panchgram.

1.3.1 Limitations Of The Study

Though the present study aimed to achieve the above mentioned objectives, it may

have the following limitations.

i. Unavailability of executives because of important meetings or their field

visit.

ii. The accuracy of findings may be hampered due to somewhat bias

responses which could not have been ascertained.

iii. Lastly, the survey was limited of employees may not be true

representation of entire Hindustan paper corporation limited.

1.4 Research Methodology

Under Research Methodology various steps that are generally adopted by a researcher

in studying his research problem along with logic behind them is discussed. The

researcher methodology has many dimensions and research methods to constitute a

part of the research methodology. It is necessary for the researcher to design the

methodology for his problem as it may differ from problem to problem. In the process

of conduction the study, the researcher has followed the following methodology:

Field Study

The researcher has conducted the study among the executive’s andoffices level

employees in HPC/CPM. Since employees were operating, study on the whole system

could not be undertaken as a whole and is restricted to within the unit of the company



Collection of Data Primary Data

Primary data was collected within the employees of organization through survey and

personnel interview.

Secondary Data

Secondary data was collected from various published books, companies’ web sites

and company old records.

Research Design

Theresearch designs under taken forthe study is in descriptive one. Themethodologyin

volved in this design is mostly qualitative in a nature.

1.4.1 Types of Study:

The present study is partly exploratory, partly descriptive and partly causal.

It is exploratory because it is concerned with identifying the existence and non-

existence of stress.

It is descriptive as it aims to describe the various internal and external factors that

contribute to stress.

It is causal as it aims to analyze the causes for stress and the effect of stress in the

performance of the employees.

1.4.2 Sample Design:

A sample of 50 employees is taken out of a total population of 250 employees (20%),

based on judgment sampling. The sample is selected in such a way that it includes the

employees of Allages,different designation from different educational streams with

distinct experience from various departments. Hence the sample is a representative of

the population and an unbiased mix of all factors.

1.4.3 Sample Size:

Out of the total universe 250 employees a total of 50 employees belonging to different

departments of HPC/CPMwas taken for the study.

1.4.4 Research Instrument:

The research instrument used for the survey is a structured undisguised

questionnaire. The questionnaire has been framed in structures andundisguised form,

with a total number of 19 questions. It has both open ended

and closed ended questions. The information collected through personal interview is

also being used. Pre-testing was conducted to find if there were any discrepancies in



the questionnaire designed necessary changes were made after designing the

questionnaire for which data was collected Diagrams used-Bar Charts and Pie Charts.

2.1 INTRODUCTION TO THE INDUSTRY

The new millennium is going to be the millennium of the knowledge. So demand for

paper would go on increasing in times to come. In view of paper industry's strategic

role for the society and also for the overall industrial growth it is necessary that

the paper industry performs well.

2.1.1 History

India first Machine-made paper was manufactured in 1812. During this time there

were 15 mills with a total production of lakh tones. In India the Soft wood is the

principal raw material used for making paper especially newsprint and high class

printing papers. With rise in population and broadening of education the demand for

paper has been constantly escalated. Owing to very narrow forest resources wood

pulp is in a shortage. As soft woods grow in temperate climate India is in short supply

of such woods. Thus, in such circumstances the Bamboo became the major raw

materials for the manufacture of paper in the country as it grows very quickly even

after cutting.

Paper industry in India is mainly plantation based and is essential that more land must

be brought under plantations of eucalyptus and other trees apposite for the making of

papers. The paper industry also requires huge amount of soft water and paper utilized

for newspapers is called newsprint. Its requirement is bound to grow noticeably. The

Nepanagar Newsprint plant in Madtiya was set up to meet these aforementioned

demands. The capacity of Indian Paper Industry has been raised to 75,000 tonnes a

year. West Bengal and Maharashtra are the leading states for the industry. The total

newsprint production has now reached well over 400,000 tonnes. A large number of

expansion programmes & expansion of capacities with an outlay of Rs. 10,000 crores

have been announced covering the various sectors like paper, paperboard, newsprint,

etc.

Indian paper industry is a vast industry comprising more than 157 paper-producing

divisions all over India. These 157 functional units manufacture handmade paper

worth around Rs.21 cores and provide employment to approximately 10,000 people.



Sanganer village is the biggest centre in western India humming on the rhythm of the

sound of paper making activities.

2.1.2 Marketcapitalization

The Indian Paper Industry has the top 15 global players with an output of more than 6

million tonnes annually with an estimated turnover of Rs. 150,000 millions. Indian

Paper Industry is riding on a strong demand and on an expanding mood to meet the

projected demand of 8 million tonnes by 2010 & 13 million tonnes by 2020.

2.1.3 Size of the industry

Indian Paper Industry accounts for about 1.6% of the world's production of paper and

paperboard. The estimated turnover of the industry is Rs 25,000 crore (USD 5.95

billion) and its contribution to the exchequer is around Rs. 2918 crore. The industry

was deli censed effective from July 1997 by the Government of India & foreign

participation is permissible. Most of the paper mills are in existence for a long time

and hence present technologies fall in a wide spectrum ranging from oldest to the

most modern. Paper in India is made from 40% of hardwood and bamboo fibre, 30 %

from agro waste and 30 % from recycled fibre. Newsprint and publication paper

consumption account for 2 million tonnes, of which 1.2 million tonnes of newsprint

paper is manufactured in India and the remaining 0.8 million tonnes is imported.

2.1.4 Total contribution to the economy/ sales

Demand of Paper has been around 8% and during the years 2002-07 while newsprint

registered a growth of 13% and Writing & Printing, Containerboard, Cartonboard and

others registered growth of 5%, 11%, 9% and 1% respectively. So far, the growth in

paper industry has mirrored the growth in GDP and has grown on an average 6-7 %

over the last few years. India is the fastest growing market for paper globally and it

presents an exciting scenario and paper consumption is poised for a big leap forward

in sync with the economic growth and is estimated to touch 13.95 million tons by

2015-16. The futuristic view is that growth in paper consumption would be in

multiples of GDP and hence an increase in consumption by one kg per capita would

lead to an increase in demand of 1 million tons.As per industry estimates, paper

production are likely to grow at a CAGR of 8.4% while paper consumption will grow

at a CAGR of 9% till 2012-13. The import of pulp & paper products is likely to show



a growing trend. During last few years, the Indian paper market witnessed a five-fold

jump in the import of coated paper. The total import of this paper rose to 10,000

tonnes in 2008 from 2,000 tones.

Fig. 2: Total contribution to the economy/ sales

2.1.5Employment opportunities

The industry provides employment to more than 0.12 million people directly and 0.34

million people indirectly. Some of the paper products are sheet paper, paper boxes,

tissues, paper bags, stationery, envelopes, and printed-paper products such as books,

periodicals, and newspapers. Specialty papers like sandpaper, blueprint paper, carbon

paper are not a part of paper products industry. Stationery includes greeting cards,

printing and writing papers, school and office papers, etc. The toiletry products

include paper towels, tissue paper, and bath tissue.

2.2 COMPANY PROFILE

HINDUSTAN PAPER CORPORATION LTD. (“HPC” or “the Company”) is a

company formed under the Companies Act, 1956. It was promoted by the

Government of India (GOI). The Company’s registered office is located at Delhi.

The company was incorporated as a Private Limited Company on May 29, 1970 under

the name Hindustan Paper Corporation Ltd. The company has since then invested in

three subsidiaries and set up two mills. Hindustan Paper Corporation took over a sick



paper mill in Karnataka in 1974 and commenced commercial operations. The sick

mill The Mandya National Paper Mills Ltd. was made a subsidiary of the company.

The company entered into a joint venture with Government of Nagaland to form

Nagaland Pulp & Paper Company Limited. The joint venture subsidiary commenced

commercial operation from November 1982. The Greenfield Project to manufacture

newsprint at Kerala, which was being implemented by HPC was taken over by

Hindustan News Print Ltd., a 100 % subsidiary of HPC.

HPC started manufacturing paper and paper products from its own plant, Nagoan

Paper Mill (Assam) in October 1985. The second manufacturing plant, Cachar Paper

Mill in Assam commenced production in April 1988.

HPC is one of the largest manufacturers of paper in India with an installed capacity of

2,00,000 Tons Per Annum (TPA). The Company is engaged in the manufacture and

sale of a variety of Cultural paper,, and Newsprint along with a small amount of

Caustic Soda and Chlorine (excess of captive consumption). The location is ideal in

terms of being proximity to the source of main raw material viz. bamboo which is

available in the vicinity of the mill. Hindustan Paper was to act as a catalyst for

ensuring adequate levels of investment in the paper industry and keep the prices stable

in time of scarcity.

The company is managed by a Board of Directors. There are presently seven

directors including the Chairman-cum-Managing Director. These directors are

assisted by a group of top and Senior Executives to manage the day to day affairs.

These Executives are posted at the corporate headquarters at Kolkata, units and the

regional offices.



2.2.1 Manufacturing Facility

Unit Location Product Installed capacity (in MTPA)

Nagaon

Paper

Mills

Jagiroad,

District Moregaon,

Assam

Writing and printing

paper

100000(including 20,000 MT

newsprint)

Caustic soda 19800

Chlorine gas 17490

Chlorine Dioxide 545

Calcium Hydro chlorite 7260

Hydrochloric acid 3300

Cachar

Paper

Mills

Panchgram,

DistrictHailakandi,

Assam

Writing and printing

paper

100000(including 20,000 MT

newsprint)

Caustic soda 16500

Chlorine gas 14575

Chlorine Dioxide 545

Calcium Hydro chlorite 7050

Hydrochloric acid 3300

Table No.1: Manufacturing Facility

2.2.2 Unit Details

HPC is engaged in the manufacture and sale of variety of cultured paper, paper boards

and newsprint alongwith small quantities of caustic soda and chlorine. The company

has two plants located at Jagiroad, Dist. Moregaon, and Panchgram, Dist. Hailakandi

in Assam.

2.2.3 Nagaon Paper Mill (NPM)

NPM is an integrated pulp and paper mill with a capacity of 1 lakh MT per annum of

writing and printing paper (including 20,000 MT newsprint) manufactured from

100% bamboo. The mill has a raw material yard, equipped with fire fighting network,

where up to 80,000 MT of bamboo can be stored. There are six Chippers each with a

capacity of 20 MT/hour. The chips are stored in a silo having a capacity of 900 MT.



The mill has a continuous digester with a capacity of 376 MTBD (Bone Dry Metric

Tonne) for production of unbleached pulp by Kraft process. The digester which was

originally devised for single vapour phased cooking has been upgraded to split

cooking having a yield of 50%.

The capacity of the bleaching plant is 330 MT of bleached pulp per day.The paper

machines are preceded by stock preparation plant equipped with five staged refiners

and chemical additives preparation plant with auto control system for dosing of

various chemicals. There are two paper machines in NPM, one with a capacity of 216

MT/day with size press and the other with capacity of 201 MT/day without size press

To meet the requirement of caustic, chlorine and chlorine dioxide, the mill has a

captive unit for producing 60 MT/day of caustic. The mill also has a chlorine dioxide

plant of 1.65 MTPD capacities to meet the bleaching requirements.

2.2.4 Cachar Paper Mill (CPM)

CPM has an installed capacity of 1 lakh tonnes/year of writing and printing paper

(including 20,000 MT newsprint).

The mill has raw material storage capacity of 80,000 MT with 6 chippers each having

a capacity of 20 MT/hour. The Mill has the same technical configuration of NPM.

The digester is supplied by Kamyr Sweden. The digester has a capacity to produce

376MTBD of unbleached pulp. The capacity of the bleaching plant is 330 MT /day of

bleached pulp.CPM like NPM has very modern paper machines supplied by Utmal-

Voith (West Germany) and by Jessop Beloit (United Kingdom). There are two paper

machines in CPM like NPM with respective capacities of 216 MT/day with size press

and 201 MT/day without size press. They have an operating speed of 600 m/minute.

Both the machines are provided with “Hydraulic head box”, suction boxes, suction

couth roll, four roll “Trinip press” and a series of dryer cylinders.

CPM also has a 50 MT per day Caustic-Chlorine plant. The plant produces Caustic,

Chlorine, Hypochlorite, Hypochloric acid. Besides these, CPM also has a chlorine

dioxide plant with a capacity of generating 1.65 tonnes/day chlorine dioxide.



2.2.5 Key strengths of HPC

The key strengths of HPC include:

HPC is one of the dominant players in Cream Wove paper market segment in the

country.

HPC is strategically located with close proximity to raw material i.e. Bamboo

which is abundantly available in the vicinity of the 2 mills.

HPC is having nationwide marketing network with 5 regional offices and 14

branches/depots.

HPC sources its water requirement from Barak and Kapali River.

HPC meets all environment related norms and possess ISO 140001:1996

certification for its Environment Management System.

HPC products meet quality requirements and possess ISO 9001:2000 certification

for its Quality Management System.

NPM and CPM have been able to jointly achieve more than 100% capacity

utilization during the year 2002-03.

HPC is a profit making company for the last 6 years.

The industrial relations continue to be cordial and peaceful with no specific

closure on account of labour unrest in the history of operations.

HPC is having Caustic Soda plant with an installed capacity of 36300 tons/per

annum to meet its captive requirement and excess production is sold in the market.

HPC is a name to reckon with in the writing and printing paper segment.

Land:The land holdings of the mills are as follows:

Mill Area Particulars

NPM 600 acres Freehold land

CPM 1200 acres Freehold land

Table No. 2: Land holdings of the mills

Manpower:



HPC has a rich pool of qualified and experienced managerial and technical

personnel with total staff strength of 3004 employees in the regular establishment

as on 01.10.2003 out of which 2164 employees (72.% of the total manpower) are

workmen.

HPC had launched a Voluntary Retirement Scheme which has been availed by

276 employees from 26.11.2001 to 30.06.2003 and the same is still under

operation.

The retirement age which was enhanced to 60 years in May 1998 has been rolled

back to 58 years in September 2002.

Raw material:

HPC uses Bamboo as the basic celluloses fibrous raw material available in In the

vicinity of both the mills.

Water:

NPM gets its water supply from KapaliRiver and CPM get its supply from Barak

river.

Each mill is having huge water treatment plant (WTP) which treats about 50,000 –

60,000 m3 of river water. There is 1 no. Aerator,2 nos. Settingbasin, 2 nos.

Clairolcollators and number of reservoirs for storing clarified water. There is also one

Demineralising Plant for special treatment of clarified water is done for using in

boilers.

Power

Each mill is having captive power generating capacity of 30MW with 2 nos. Turbo

Generators (BHEL) each has a capacity of 15 MW. Further, ASEB supply is used as

stand by as also cater to any additional power requirement.

Steam

Each mill is having 3 nos. of high pressure (60 kg/cm3) coal fired power boilers with

a capacity of 80 t/hr steam. In each mill there is also 1 no. Recovery boiler having a

capacity of burning 675 MT per day of black liquor solids and steam generating

capacity of 90 t/hr.



Equity Base The details of the equity share capital of the company are as below:

As on 31.03.2002 Rs.

in Lakhs

SHARE CAPITAL

AUTHORISED

6,000,000 Equity Shares of Rs.1000/- each 60,000.00

1,366,778 Redeemable Non Cumulative Preference Shares of Rs. 1000/- each 13,667.78

Total Authorised 73,667.78

ISSUED, SUBSCRIBED AND PAID UP

5,637,043 Equity Shares of Rs.1,000/- each fully paid up 56,370.43

1,366,778 Redeemable Non Cumulative Preference Shares of Rs. 1000/- each 13,667.78

TOTAL 70,038.21

Table No. 3: Equity share capital of the company Shareholding patternThe Government of India holds 100% of the shares. Market Price

The shares as on date are not being traded and are not listed on any of the stock

exchanges of the country.The physical performance of HPC for the last five years is

given below:-

Table No.4: Physical performance of HPC in metric Tonnes


1997-98 1998-99 1999-00 2000-01 2001-02 2002-03

Production – NPM 88654 90174 98783 100841 100946 106091

Production – CPM 50032 60009 65823 76722 92065 94702

Production (NPM+CPM) 138686 150183 164606 177563 193011 200793

Sales (MT) (NPM+CPM) 134584 157248 162681 176486 196158 203241

Capacity Utilisation (in %) 69.34 75.09 82.3 88.78 96.51 100.40


Operational details

Details of capacity and production performance of HPC for the last 3 year are given below:

Actual Product Name Location Capacity Production(2002-03)

Production(2001-02)

Production(2000-01)

Writing & printing paper CPM 100000 94702 92065 76722Caustic soda CPM 16500 10044 9463 8013Chlorine Dioxide CPM 545 411 394 374Chlorine gas CPM 8250 8838 8326 7052Calcium hydro chlorite CPM 7050 2813 3310 3109Hydrochloric acid CPM 3300 1205 1235 1025Writing & printing paper NPM 100000 106091 100946 100841Caustic soda NPM 19800 11482 11142 10383Chlorine gas NPM 9900 10104 9779 9136Chlorine Dioxide NPM 545 416 472 435Calcium hydro chlorite NPM 7260 4230 4477 4606Hydrochloric acid NPM 3300 1370 1510 1231

Table No. 5: Capacity and production performance of HPC for the last 3 year

2.3Profile OfCachar Paper Mill

Cachar Paper Mill (CPM) is the only major industrial undertaking in south Assam and

the adjoining states of Mizoram, Meghalaya and Tripura. Despite lack of

infrastructural facilities in a remote location, CPM has a continuous record of steady

improvement. During the year 2006-07, the mill recorded the highest annual

production of 1, 03,155 MT registering over 103% capacity utilization, which was

100% during the previous year.

The mill has raw material storage capacity of 80,000 MT with 6 chippers each having

a capacity of 20 MT/hour. The Mill has the same technical configuration of NPM.

The digester is supplied by Kamyr Sweden. The digester has a capacity to produce

376MTBD of unbleached pulp. The capacity of the bleaching plant is 330 MT /day of

bleached pulp.

CPM like NPM has very modern paper machines supplied by Utmal-Voith (West

Germany) and by Jessop Beloit (United Kingdom). There are two paper machines in



CPM like NPM with respective capacities of 216 MT/day with size press and 201

MT/day without size press. They have an operating speed of 600 m/minute. Both the

machines are provided with“Hydraulic head box”, suction boxes, suction couth roll,

four roll “Trinip press” and a series of dryer cylinders.

CPM also has a 50 MT per day Caustic-Chlorine plant. The plant produces Caustic,

Chlorine, Hypochlorite, Hypochloric acid.

Besides these, CPM also has a chlorine dioxide plant with a capacity of generating

1.65 tonnes/day chlorine dioxide.

2.3.1GEOGRAPHICAL LOCATION OF CPMCachar paper mill is situated at a distance of 25 kms.fromsilchar& 6

kms.fromBadarpur railway junction on 156thsilchar –karimganj highway.

Latitude 92°-36°/ELongitude Plant Road 20 KmsTownship Road 17 KmsLand area 88 hector-360 bighasIntake 160 bighasTownship 346 hector-2586 bighasLength of Plant Boundary wall 7kmsNearest airport Kumbirgram,silchar(37 km)Nearest railway station Panchgram(N.F.Railways)

Table No.6: Geographical Location

Climatic ConditionAir Temperature Max-40°- Min-5.1°Relative Humidity Max-90%- Min-54%Annual Rainfall Maximum 5000 mm- Min 3000 mm per

year( Rainfall per year 7 month avg)

Earthquake Zone Group V(special vigilance zone)

Table No. 7: Climatic Condition

2.3.2Quality Policy Of CPM

We are committed towards manufacturing of writing & printing paper &

meeting the customer’s qualitative requirement.



We aspire to achieve market leadership through continual improvement of

quality of products and service.

We shall ensure compliance of all relevant regulatory and statutory stipulation

as a responsible and responsive corporate citizen.

We shall remain focused on our efforts to enhance productivity and attain cost

competitiveness through optimal utilization of resources.

We are committed to continually improve the effectiveness of the quality

management system.

2.3.3Environment Policy Of CPM

CPM.a unit of HPC is committed to:

Adopt an environment friendly approach in all activities related to its product

and service.

Ensure compliance od all relevant legislative enactment, statuary regulations

and order.

Evolve eco-awareness amongst its member, affiliates and the community at

large.

Minimize the use of non-bio gradable substance.

Promote compensatory a forestation through community initiative.

2.3.4Mission Of CPM

To be a major contributor to the cultural segment in paper industry in terms of

volume as well as quality, production standard, customer services, R&D and

technology up gradation.

To ensure optimum utilization of existing assets to generate maximum internal

resources for renovation, growth and expansion.

To develop professional management culture consistent with the requirement

of the industry to attract, develop and retain committed and skilled workforce

with emphasis on trust and teamwork.

To preserve the ecological balance and explore eco-friendly production

process to strike a harmonious relationship between nature and industry.

To explore and implement technological up gradation of the existing

equipment for improved quality and increasing productivity and for greater

cost effectiveness.



To enlarge market channels for perennial supply of all variety of cultural paper

and to ensure customer satisfaction through value addition and constant up

gradation of quality.

To increase utilization of unconventional raw materials and adopt recycling

method to reduce dependence on forest resources for maintaining ecological

balance.

2.3.5Vision

To be the dominant player in the mass consumption segment of writing To be the foremost and largest producer of quality paper.

2.3.6 Key achievement/ reward

Name of

UnitProduction

(MT)Sales (MT) Stock (MT)

Sales

Turnover

(Rs. Cr)

NPM 86279 83652 2817.00 349.97

CPM 52683 54360 1554.00 245.48

HPC 138962 138012 4371.00 595.45

HNL 103282 103282 NIL 323.64

(HPC) 242244 241294 5224.00 919.09

Table no 9: Key achievement/ reward

2.3 Subsidiary Companies: HPC has three subsidiary companies namely:-

(a) The Mandya National Paper Mills Ltd.(b) Nagaland Pulp and Paper Ltd.(c) Hindustan Newsprint Ltd.

2.4. HIERARCHY OF DEPARTMENT OF HPC



2.5 The Manufacturing Process:

Raw Materials

Probably half of the fibre used for paper today comes from wood that has been

purposely harvested. The remaining material comes from wood fibre from sawmills,

recycled newspaper, some vegetable matter, and recycled cloth. Coniferous trees,

such as spruce and fir, used to be preferred for papermaking because the cellulose

fibres in the pulp of these species are longer, therefore making for stronger paper.

These trees are called "softwood" by the paper industry. Deciduous trees (leafy trees

such as poplar and elm) are called "hardwood." Because of increasing demand for

paper, and improvements in pulp processing technology, almost any species of tree

can now be harvested for paper.


CEO

GENERAL MANAGER

MANAGER SALES

MANAGER PERSONNEL

SENIOR OFFICER

STAFF

MANAGER PRODUCTION

MANAGERMARKEING

MANAGERFINANCE

STAFF

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Some plants other than trees are suitable for paper-making. In areas without

significant forests, bamboo has been used for paper pulp, as has straw and sugarcane.

Flax,

hemp, and jute fibres are commonly used for textiles and rope making, but they can

also be used for paper. Some high-grade cigarette paper is made from flax.

Cotton and linen rags are used in fine-grade papers such as letterhead and resume

paper, and for bank notes and security certificates. The rags are usually cuttings and

waste from textile and garment mills. The rags must be cut and cleaned, boiled, and

beaten before they can be used by the paper mill.

Other materials used in paper manufacture include bleaches and dyes, fillers such as

chalk, clay, or titanium oxide, and sizings such as rosin, gum, and starch.

Making pulp

Several processes are commonly used to convert logs to wood pulp. In the

mechanical process, logs are first tumbled in drums to remove the bark. The

logs are then sent to grinders, which break the wood down into pulp by

pressing it between huge revolving slabs. The pulp is filtered to remove

foreign objects. In the chemical process, wood chips from de-barked logs are

cooked in a chemical solution. This is done in huge vats called digesters. The

chips are fed into the digester, and then boiled at high pressure in a solution of


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Sodium hydroxide and sodium sulphide. The chips dissolve into pulp in the

solution. Next the pulp is sent through filters. Bleach may be added at this

stage, or colourings. The pulp is sent to the paper plant.

Beating:

The pulp is next put through a pounding and squeezing process called,

appropriately enough, beating. Inside a large tub, the pulp is subjected to the

effect of machine beaters. At this point, various filler materials can be added

such as chalks, clays, or chemicals such as titanium oxide. These additives

will influence the opacity and other qualities of the final product. Sizings are

also added at this point. Sizing affects the way the paper will react with

various inks. Without any sizing at all, a paper will be too absorbent for most

uses except as a desk blotter. A sizing such as starch makes the paper resistant

to water-based ink (inks actually sit on top of a sheet of paper, rather than

sinking in). A variety of sizings, generally rosins and gums, is available

depending on the eventual use of the paper. Paper that will receive a printed

design, such as gift wrapping, requires a particular formula of sizing that will

make the paper accept the printing properly

Pulp to paper:

In order to finally turn the pulp into paper, the pulp is fed or pumped into

giant, automated machines. One common type is called the Fourdrinier

machine, which was invented in England in 1807. Pulp is fed into the



Fourdrinier machine on a moving belt of fine mesh screening. The pulp is

squeezed through a series of rollers, while suction devices below the belt drain

off water. If the paper is to receive a water-mark, a device called

a dandy moves across the sheet of pulp and presses a design into it.

The paper then moves onto the press section of the machine, where it is

pressed between rollers of wool felt. The paper then passes over a series of

steam-heated cylinders to remove the remaining water. A large machine may

have from 40 to 70 drying cylinders.

Finishing

Finally, the dried paper is wound onto large reels, where it will be further

processed depending on its ultimate use. Paper is smoothed and compacted

further by passing through metal rollers called calendars. A particular finish,

whether soft and dull or hard and shiny, can be impacted by the calendars.

The paper may be further finished by passing through a vat of sizing material.

It may also receive a coating, which is either brushed on or rolled on. Coating

adds chemicals or pigments to the paper's surface, supplementing the sizings

and fillers from earlier in the process. Fine clay is often used as a coating. The

paper may next be supercalenderer, that is, run through extremely smooth

calendar rollers, for a final time. Then the paper is cut to the desired size.

3.1: Introduction:


http://www.madehow.com/knowledge/Dandy.html


A lot of research has been conducted into stress over the last hundred years. Some of

the theories behind it are now settled and accepted; others are still being researched

and debated. During this time, there seems to have been something approaching open

warfare between competing theories and definitions: Views have been passionately

held and aggressively defended.

What complicates this is that intuitively we all feel that we know what stress is, as it is

something we have all experienced. A definition should therefore be obvious…except

that it is not.

3.2: Defining Stress:

Hans Selye was one of the founding fathers of stress research. His view in 1956 was

that “stress is not necessarily something bad – it all depends on how you take it. The

stress of exhilarating, creative successful work is beneficial, while that of failure,

humiliation or infection is detrimental.” Selye believed that the biochemical effects of

stress would be experienced irrespective of whether the situation was positive or

negative.

Since then, a great deal of further research has been conducted, and ideas have moved

on. Stress is now viewed as a "bad thing", with a range of harmful biochemical and

long-term effects. These effects have rarely been observed in positive situations.

The most commonly accepted definition of stress (mainly attributed to Richard S

Lazarus) is that stress is a condition or feeling experienced when a person

perceivesthat“demands exceed the personal and social resources theindividual is

able to mobilize.” In short, it's what we feel when we think we've lost control of

events.

This is the main definition used by this section of Mind Tools, although we also

recognize that there is an intertwined instinctive stress response to unexpected events.

The stress response inside us is therefore part instinct and part to do with the way we

think.

3.3 Potential Sources of Stress:



There are three categories of potential stressors: Environmental factor Organization factor Individual factors

Potential sources Consequences

Fig 3:potential sources of stress

Environmental factors:

Just as environmental uncertainty influences the design of an organization.

Changes in business cycle create economic uncertainties.

Political uncertainties:

If the political system in a country is implemented in an orderly manner, there

would not be any type of stress.

Technological uncertainties:



New innovations can make an employee’s skills and experiences obsolete in a

very short period of time. Technological uncertainty therefore is a third type of

environmental factor that can cause stress. Computers, robotics, automation and other

forms of technological innovations are threat to many people and cause them stress.

Organization factors:

There are no storages of factors within the organization that can cause stress;

pressures to avoid error or complete tasks in a limited time period, work overload are

few examples.

Task demands are factors related to a person’s job. They include the design of

the individual’s job working conditions, and the physical work layout.

Role demands relate to pressures placed on a person as a function of the

particular role he or she plays in the organization. Role overhead is experienced when

the employees is expected to do more than time permits.

Role ambiguity is created when role expectations are not clearly understood

and employee is not sure what he / she is to do.

Interpersonal demands are pressures created by other employees. Lack of

social support from colleagues and poor.

Interpersonal relationships can cause considerable stress, especially among

employed with a high social need.

Organizational structure defines the level of differentiation in the organization,

the degree of rules and regulations, and where decisions are made. Excessive rules

and lack of participation in decision that affect an employee are examples of structural

variables that might be potential sources of stress.

Organizational leadership represents the managerial style of the organizations senior

executive. Some executive officers create a culture characterized by tension, fear, and

anxiety. They establish unrealistic pressures to perform in the short-run impose



excessively tight controls and routinely fire employees who don’t measure up. This

creates a fear in their hearts, which lead to stress.

Organizations go through a cycle. They are established; they grow, become

mature, and eventually decline. An organization’s life stage - i.e.

Where it is in four stage cycle-creates different problems and pressures for

employees. The establishment and decline stage are particularly stressful.

Individual factors:

The typical individual only works about 40 hrs a week. The experience and

problems that people encounter in those other 128 non-work hrs each week can spell

over to the job.

Family problems:

National surveys consistently show that people hold family and discipline,

troubles with children are examples of relationship problems that create stress for

employee and that aren’t at the front door when they arrive at work.

Economic problems:

Economic problems created by individuals overextending their financial

resources are another set of personal troubles that can create stress for employees and

distract their attention from their work.

3.4Causes of Stress

The factors leading to stress among individual are called as stressors. Some of the

factors/stressors acting on employees are-

1. Organizational factors-With the growth in organizational stress and complexity,

there is increase in organizational factors also which cause stress among

employees. Some of such factors are-

a. Discrimination in pay/salary structure

b. Strict rules and regulations

c. Ineffective communication

d. Peer pressure

e. Goals conflicts/goals ambiguity

f. More of centralized and formal organization structure



g. Less promotional opportunities

h. Lack of employees participation in decision-making

i. Excessive control over the employees by the managers

Organizational Factors: An organization is a grouping of assets, goals, strategies,

and policies. In order to create groups to work, organizations generate structure,

process and working conditions. In modern organizations, number of factors generates

an environment of stress. The altering environmental dynamics, globalization,

organizational adjustments like mergers and acquisitions directs towards stress. A

number of in-house organizational factors cause worker a stress. Some of the factors

are deprived of good working conditions, strained labour management relations,

disputed resource allocations, co-employee behaviour, organizational design and

policies, unpleasant leadership styles of the boss, misunderstandings in organizational

communication, bureaucratic controls, improper motivation, job dissatisfaction, and

less attention to merit and seniority. Some of the organizational stressors in are:

i) Working Conditions: Working situation and stress are inversely connected to each

other. People working in meagre working conditions are subject to greater stress. The

factors that lead to additional stress are occupied work areas, dust, heat, noise,

polluted air, strong odour due to toxic chemicals, radiation, poor ventilation, unsafe

and dangerous conditions, lack of privacy etc.

ii) Organizational Tasks: Organizational tasks are planned to assemble the

objectives and goals. Badly designed tasks lead to bigger stress. Task independence,

task inter-dependency, task demands, task overload are some of the possible reasons

for stress in organizations. Greater the assignment interdependence, greater is the

organization required. This needs the workers to adjust themselves with the co-

workers, superiors, and subordinates, irrespective of their eagerness. They are likely

to communicate, coordinate, exchange views, with other people irrespective of caste,

creed, gender, religion and political differences. The main reason for the degree of

stress is adjustment and poor tolerance.

iii) Administrative Policies and Strategies: Workers stress is linked with definite

administrative strategies followed by the organizations. Downsizing, competing



pressure, unfair pay structures, rigidity in rules, job rotation and ambiguous policies

are some of the reasons for stress in organizations.

iv) Organizational Structure and Design: Organizational structure is planned to

smooth the progress of person’s communication in the realization of organizational

goals. Some of the aspects of design are specialization, centralization, line and staff

relationships, span of control, and organizational communication can relentlessly

create stress in organizations. For example, wider span of management compels the

executive to manage large number of subordinates. This can lead to bigger stress.

Likewise, frequent line and staff conflict lead to obstacles in the work performance.

Thus incapability to resolve the conflicts leads to stress.

v) Organization Process and Styles: A number of organizational processes are

planned to successfully meet the organizational goals. Communication process,

control process, decision making process, promotion process, performance appraisal

process, etc. are designed for realizing organizational objectives. All these processes

bound the scope of functioning of employees. Inappropriate design of various

organizational processes leads to stressed relationships among the workers. They can

cause de-motivation and job dissatisfaction. As a result, workers feel strained in

adjusting to the method.

vi) Organizational Leaderships: Top management is accountable for the formation

of sound organization climate and culture by suitable administrative approach. The

climate should be tension free, fearless, and with no worry. Demanding leadership

style forms a dictating environment in which employees are under pressure to reach

the target. They work under unfriendly relations and stiff controls. This generates

bigger work stress to workers. On the other hand, a climate of affectionate and

sociability, scope for participation in decision making, non-financial motivation and

flexibility are encouraged under democratic leadership style. This reduces the stress of

the workers. Hence, employees working under demanding leadership styles

experience stress than employees working under independent leadership style.

vii) Organizational Life Cycle: Each organization goes through four stages of



organizational life cycle; they are birth, growth, maturity and decline. In every stage

the structure and the design of organization experience frequent modifications. In

addition, human beings are subject to transformation to adjust to the stages in the life

cycle. In this procedure, workers are focused to job stress.

viii) Group Dynamics: Groups are there in every organization. Groups occur out of

intrinsic desire of human beings and impulsive reactions of people. In organizations

both formal groups and informal groups live. A formal group survives in the form of

committees, informal group exit among different levels of organization. Groups have

a number of functional and dysfunctional results. They provide social support and

fulfilment, which is accommodating to give relief to the stress. Simultaneously, they

turn out to be the basis of stress also. Lack of cohesiveness, lack of social support,

lack of recognition by the group and irreconcilable goals leads to stress. groups live.

A formal group survives in the form of committees, informal group exit among

different levels of organization. Groups have a number of functional and

dysfunctional results. They provide social support and fulfilment, which is

accommodating to give relief to the stress. Simultaneously, they turn out to be the

basis of stress also. Lack of cohesiveness, lack of social support, lack of recognition

by the group and irreconcilable goals leads to stress.

2. Job concerning factors-Certain factors related to job which cause stress among

employees are as follows-

a. Monotonous nature of job

b. Unsafe and unhealthy working conditions

c. Lack of confidentiality

d. Crowding

3. Extra-organizational factors-There are certain issues outside the organization

which lead to stress among employees. In today’s modern and technology savvy

world, stress has increased. Inflation, technological change, social responsibilities

and rapid social changes are other extra-organizational factors causing stress.

3.4 Consequences Of Stress



The effect of stress is closely linked to individual personality. The same level

of stress affects different people in different ways & each person has different ways of

coping. Recognizing these personality types means that more focused help can be

given.

Stress shows itself number of ways. For instance, individual who is

experiencing high level of stress may develop high blood pressure, ulcers, irritability,

difficulty in making routine decisions, loss of appetite, accident proneness, and the

like. These can be subsumed under three categories:

Individual consequences

Organizational consequence

Burnout

Individual consequences:

Individual consequences of stress are those, which affect the individual

directly. Due to this the organization may suffer directly or indirectly, but it is the

individual who has to pays for it. Individual consequences of stress are broadly

divided into behavioural, psychological and medical.

Behavioural consequences of stress are responses that may harm the person

under stress or others. Behaviourally related stress symptoms include changes

in productivity, turnover, as well as changes in eating habits, increased

smoking or consumption of alcohol, paid speech, and sleep disorders.

Psychological consequences of stress replace to an individual mental health

and well-being from or felling depressed. Job related stress could cause

dissatisfaction; in fact it has most psychological effect on the individual and

lead to tension, anxiety irritability, and boredom.

Medical consequences of stress affect a person’s well-being. According to a

research conducted, it revealed that stress could create changes in metabolism,

increase heart and breathing rates, increases blood pressure bring out

headaches and induce heart attacks.

Organizational consequences:

Organizational consequences of stress have direct effect on the organizations.

These include decline in performance, withdrawal and negative changes in attitude.



Decline in performance can translate into poor quality work or a drop in

productivity. Promotions and other organizational benefits get affected due to

this.

Withdrawal behaviour also can result from stress. Significant form of

withdrawal behaviour is absenteeism.

One main affect of employee stress is directly related to attitudes. Job

satisfaction, morale and organizational commitment can all suffer, along with

motivation to perform at higher levels.

Burnout:-

A final consequence of stress has implementation for both people and

organizations. Burnout is a general feeling of exhaustion that develops when an

individual simultaneously experiences too much pressure and few sources of

satisfaction.

Number Reason of Stress Percentage

1 Lack of job security 90%

2 Overworked 86%

3 Financial problem 84%

4 Salary not match with responsibility 80%

5 Unreasonable demand for performance 72%

6 Conflict between job and family responsibilities 70%

7 Long hours 50%

8 Change in family 42%

9 Office policies and conflicts 20%

10 No participation in decision 15%

Table no:9 facts about stress

Stress can affect both your body and your mind. People under large amounts of stress

can become tired, sick, and unable to concentrate or think clearly. Sometimes, they

even suffer mental breakdowns. These can be subsumed under three general

categories:

1) Physiological Symptoms

2) Psychological Symptoms



3) Behavioural Symptoms

1) Physiological Symptoms: -

Stress can create changes in metabolism, increase heart and breathing rates, increase

blood pressure, bring on headaches, and induce heart attacks.

2) Psychological Symptoms: -

Psychological states- for instance, tension, anxiety, irritability, boredom, and

procrastination.

3) Behavioural Symptoms: -

Behaviour related stress symptoms include changes in productivity absence, and

turnover, as well as changes in eating habits, increased smoking or consumption of

alcohol, rapid speech, fidgeting, and sleep disorders.

3.5 MANAGING STRESS

Management may consider being “a positive stimulus that keeps the adrenaline

running” is very likely to be seen as “excessive pressure” by the employee.

There are two approaches towards managing stress:-

1) Individual Approaches

2) Organization Approaches

1) Individual Approaches: -

An employee can take personal responsibility for reducing his or her stress level.

Individual strategies that have proven effective include implementing time

management techniques, increasing physical exercise, relaxation training, and

expanding the social support network.

(a) Time management Techniques: -

It includes some time management principles. Principles are:-

(1) Making daily lists of activities to be accomplished.

(2) Prioritizing activities by importance and urgency.

(3) Scheduling activities according to the priorities set.



(4) Knowing your daily cycle and handling the most demanding part of job.

(b) Physical Exercise: -

Physical exercise are aerobics, walking, jogging, swimming, and riding a bicycle have

long been recommended by physicians as a way to deal with excessive stress levels.

These forms of physical exercise increase heart capacity, lower the at-rest heart rate,

provide a mental diversion from work pressures, and offer a means to “let off steam”.

(c) Relaxation Techniques: -

Relaxation techniques are meditation, hypnosis, and biofeedback. The objective is to

reach a state of deep relaxation, in which one feels physically relaxed, somewhat

detached from the immediate environment, and detached from body sensations. Deep

relaxation for 15 or 20 minutes a day releases tension and provides a person with a

pronounced sense of peacefulness. Importantly, significant changes in heart rate,

blood pressure, and other physiological factors result from achieving the condition of

deep relaxation.

(d) Social Support Network:-

Social Support Network includes friends, family, or work colleagues. Expanding your

social support network therefore can be means for tension reduction. It provides you

with someone to hear your problems and to offer more objective perspective on

situations.

2) Organizational Approaches: -

Several of the factors that cause stress particularly task and role demands and

organizational structure are controlled by management. As such, they can be modified

or changed. Strategies that management might want to consider include improved

personnel selection and job placement, training, use of realistic goal setting,

redesigning of jobs, increased employee involvement, improved organizational

communication, offering employee sabbaticals, and establishment of corporate

wellness programs.



(a) Selection and Placement:-

Certain jobs are more stressful than other. Individuals differ in their response to stress

situation. Individuals with little experience or an external locus of control tend to be

more prone to stress. Selection and placement decisions should take these facts into

consideration. Management should not restrict hiring to only experienced individual

with an internal locus, but such individuals may adapt better to high stress jobs and

perform those jobs more effectively.

(b) Training: -

It can increase an individual’s self-efficacy and thus lessen job strain.

(c) Goal Setting:-

Based on an extensive amount of research concluded that individuals perform better

when they have specific and challenging goals and receive feedback on how well they

are progressing towards these goals. The uses of goals reduce stress as well as provide

motivation. Specific goals that are perceived as attainable clarify performance

expectation. In addition, goal feedback reduces uncertainties about actual job

performance. The result is less employee frustration, role ambiguity, and stress.

(d) Redesigning Jobs: -

To give employees more responsibility, more meaningful work, more autonomy, and

increased feedback can reduce stress because these factors give the employee greater

control over work activities and lessen dependence on others. The right redesign,

then, for employees with a low need for growth might be less responsibility and

increased specialization. If individuals prefer structure and routine, reducing skill

variety should also reduce uncertainties and stress levels.

(e) Increasing Employee Involvement: -



By giving employees a voice in the decision that directly affect their job

performances, management can increase employee control and reduce this role stress.

So managers should consider increasing employee involvement in decision making.

(d) Organizational Communication: -

Increasing formal organizational communication with employees reduces uncertainty

by lessening role ambiguity and role conflict. Given the importance that perceptions

play in moderating the stress-response relationship, management can also use

effective communications as a means to shape employee perceptions. Employees

categorize as demands, threats, or opportunities are merely an interpretation, and that

interpretation can be affected by the symbols and actions communicated by

management

(f) Sabbaticals: -

Ranging in length from a few weeks to several months allows employees to travel,

relax, or pursue personal projects that consume time beyond normal vacation weeks.

Proponents argue that these sabbaticals can revive and rejuvenate workers who might

be headed for burnout.

(g) Wellness Programs: -

These programs focus on the employee’s total physical and mental condition. Provide

workshop to help people quit smoking, control alcohol use, lose weight, eat better,

and develop a regular exercise program. The assumption underlying most wellness

programs is that employees need to take personal responsibility for their physical and

mental health. Organizations, of course, are not altruistic. They expect a payoff from

their investment in wellness programs. Most of the firms that have introduced

wellness programs have found significant benefits.

Individual coping strategies: Many strategies for helping individuals manage stress

have been proposed.



fig no 4: individuals manage stress

Individual coping strategies are used when an employee under stress exhibits

undesirable behaviour on the jobs such as performance, strained relationship with co-

workers, absenteeism alcoholism and the like. Employees under stress require help in

overcoming its negative effects. The strategies used are:

Exercise:-

One method by which individual can manage their stress is through exercise.

People who exercise regularly are known to less likely to have heart attacks than

inactive people are. Research also has suggested that people who exercise regularly

feel less tension and stress are more conflict and slow greater optimism.

Relaxation:-

A related method individual can manage stress is relaxation. Copying with

stress require adaptation. Proper relaxation is an effective way to adopt.

Relaxation can take many forms. One way to relax is to take regular vacations; people

can also relax while on the job (i.e. take regular breaks during their normal workday).

A popular way of resting is to sit quietly with closed eyes for ten minutes every

afternoon.

Time management:-

Time management is an often recommended method for managing stress, the

idea is that many daily pressures can be eased or eliminated if a person does a better

job of managing time. One popular approach to time management is to make a list,



every morning or the thins to be done that day. Then you group the items on the list

into three categories: critical activities that must be performed, important activities

that should be performed, and optimal or trivial things that can be delegated or

postponed, then of more of the important things done every day.

ROLE MANAGEMENT:-

Somewhat related to time management in which the individual actively works

to avoid overload, ambiguity and conflict.

SUPPORT GROUPS:-

This method of managing stress is to develop and maintain support group. A

support group is simply a group of family member or friends with whom a person can

spend time. Supportive family and friends can help people deal with normal stress on

an ongoing basis. Support groups can be particularly useful during times of crisis.

BEHAVIORAL SELF-CONTROL:-

In ultimate analysis, effective management if stress presupposes exercise of

self-control on the part of an employee. By consciously analyzing the cause and

consequences of their own behaviour, the employees can achieve self-control. They

can further develop awareness of their own limits of tolerance and learn to anticipate

their own responses to various stressful situations. The strategy involves increasing an

individual’s control over the situations rather than being solely controlled by them.

COGNITIVE THERAPY:-The cognitive therapy techniques such as Elli’s rational

emotive model and Meichenbaum’s cognitive strategy fir modification have been

used as an individual strategy for reducing job stress.

COUNSELING:

Personal counselling help employees understand and appreciate a diverse

workforce, the holistic approach adopted by the counsellor gives him a

comprehensive view of the employee as client and enable him to deal the issues of

work related problems in a larger context with his awareness of the inter-relationship

among problems in adjustment with self, other and environment and that a work

concern will effect personal life and vice-versa, the employee would receive help

regarding the problem in all life.



One of the advantage of the individual interventions is the individual can use

these skills to improve the quality of life in offer domains like family, social support

and self, thus reducing the negative carry of experiences in these domains into the

work life which might affect his occupation mental health.

ORGANIZATIONAL STRATEGIES:-

The most effective way of managing stress calls for adopting stressors and

prevent occurrence of potential stressors.’

Two basic organizational strategies for helping employees manage stress are

institutional programs and collateral programs.

Work Design Stress Management programs

Work schedules Health promotions programs

Culture Other programs

Supervision

fig no 5: organizational strategies

Institutional programs:-

Institutional programs for managing stress are undertaken to established

organizational mechanism for example, a properly designed job and word schedules

can help ease stress. Shift work in particular can constantly have to adjust their sleep

and relaxation patterns. Thus, the design of work schedules should be a focused of

organizational efforts to reduce stress.

The organization’s culture can also used to help to manage stress. The

organization should strive to foster a culture that reinforces a healthy mix of work and

nonworking activities.



Finally, supervision can play an important institutional role in overload. In

managing stress. A supervisor is a potential manager source of overload. If made

aware of their potential for assigning stressful amounts of work, supervisors can do a

better job keeping workloads reasonable.

COLLATERAL PROGRAMS:

In addition to their institutional efforts aimed at reducing stress, many

organizations are turning to collateral programs. A collateral stress program in an

organizational program specifically created to help employees deal with stress. The

organizations have adopted stress management programs, health promotion programs

and other kinds of programs for this purpose.

(1.2.4) Coping with Stress at Work place

With the rapid advancement of technology, the stresses faced at work have also

increased. Many people dread going to work, hence the term “Monday Blues”. What

is the reason for this? There is partly the fear from being retrenched in bad times,

leading to greater job insecurity on the part of those who remain. Undoubtedly,

occupational stress is one of the most commonly cited stressors faced by people all

over the world.

Stress refers to the pressure and reactions to our environment which results in

psychological and physical reactions. Whilst some stress is good for motivation and

increasing efficiency, too much stress can result in negative impacts such as reduced

effectiveness and efficiency. More and more people are feeling isolated and

disrespected at work, and this has led to greater occupational stress. Many companies

have taken to consulting experts and professionals on ways to increase connectedness

and motivation of their employees.

Some companies organize parties and make their employees feel valued at work.

These are measures to motivate employees and help them to feel secure at their jobs,

translating into greater productivity. However, not all companies have such measures

in place, and some have not gotten it quite right. Hence, it is up to you to make sure



that you can cope with stress at your workplace, and use it to help you work better.

Here are 3 simple steps to help you with coping with stress in the workplace.

Step 1: Raising Awareness

Help yourself to identify when you are facing rising levels of stress, tipping the scales

from positive to negative. This is important, as being able to identify signs of being

stressed can help you to take steps to ensure that your overall quality of life does not

drop. If left unacknowledged, the problem will only snowball, leading to disastrous

consequences to your health and overall wellbeing.

You can identify if you are feeling stressed by checking if you have any physical or

psychological reactions, such as excessive sweating or heart palpitations, or the onset

of headaches, irritability or the need to escape. If you experience any of these

reactions, identify if you are feeling any overwhelming negative emotions, and if you

are constantly worried.

Step 2: Identify the Cause

You need to be able to analyze the situation and identify what is causing the rise in

stress. These stressors can be external and internal. External stressors refer to things

beyond your control, such as the environment or your colleagues at work. Internal

stressors refer to your own thinking and attitude. Often, we only start reacting to stress

when a combination of stressors working together exceeds our ability to cope.

Keep a diary or a list of events that have caused you to feel strong negative emotions,

or that are likely stressors. This will help you to identify the causes of your stress.

Whilst it is not always possible to eradicate them, we can change the way that we

cope with it.

Step 3: Coping with Stress

In order to deal with the situation that is causing you stress, you need to calm your



mind and body so as to stave off the reactions and cope with it in a positive way. This

can be through different methods, such as taking time off. If a situation is triggering

your stress and you are unable to calm down, remove yourself from it. Go outside and

take a walk to calm down. Alternatively, you can try implementing relaxation

techniques such as deep breathing. If it is an internal stressor, stop your thought

process until you are able to deal with it logically.

The key to making these 3 steps work for you is to practice them. These are not

instantaneous solutions, and you need to condition your mind and practice them so

that you can implement it when you are feeling stressed.

3.6 Stress Management

Stress management is the need of the hour. However hard we try to go beyond a stress

situation, life seems to find new ways of stressing us out and plaguing us with anxiety

attacks. Moreover, be it our anxiety, mind-body exhaustion or our erring attitudes, we

tend to overlook causes of stress and the conditions triggered by those. In such

unsettling moments we often forget that stressors, if not escapable, are fairly

manageable and treatable.

Stress, either quick or constant, can induce risky body-mind disorders. Immediate

disorders such as dizzy spells, anxiety attacks, tension, sleeplessness, nervousness and

muscle cramps can all result in chronic health problems. They may also affect our

immune, cardiovascular and nervous systems and lead individuals to habitual

addictions, which are inter-linked with stress.

Like "stress reactions", "relaxation responses" and stress management

techniques are some of the body's important built-in response systems. As a relaxation

response the body tries to get back balance in its homeostasis. Some hormones

released during the 'fight or flight' situation prompt the body to replace the lost

carbohydrates and fats, and restore the energy level. The knotted nerves, tightened

muscles and an exhausted mind crave for looseness. Unfortunately, today, we don't

get relaxing and soothing situations without asking. To be relaxed we have to strive to

create such situations.



Recognizing a stressor:

It is important to recognize whether you are under stress or out of it. Many times,

even if we are under the influence of a stressful condition and our body reacts to it

internally as well as externally, we fail to realize that we are reacting under stress.

This also happens when the causes of stress are there long enough for us to get

habituated to them. The body constantly tries to tell us through symptoms such as

rapid palpitation, dizzy spells, tight muscles or various bodies’ aches that something is

wrong. It is important to remain attentive to such symptoms and to learn to cope with

the situations. We cope better with stressful situation, when we encounter them

voluntarily. In cases of relocation, promotion or layoff, adventurous sports or having a

baby, we tend to respond positively under stress. But, when we are compelled into

such situations against our will or knowledge, more often than not, we wilt at the face

of unknown and imagined threats. For instance, stress may mount when one is

coerced into undertaking some work against one’s will.

Laughter:

Adopting a humorous view towards life's situations can take the edge off everyday

stressors. Not being too serious or in a constant alert mode helps maintain the

equanimity of mind and promote clear thinking. Being able to laugh stress away is the

smartest way to ward off its effects.

A sense of humour also allows us to perceive and appreciate the incongruities of life

and provides moments of delight. The emotions we experience directly affect our

immune system. The positive emotions can create neurochemical changes that buffer

the immunosuppressive effects of stress.

During stress, the adrenal gland releases corticosteroids, which are converted to

cortical in the blood stream. These have an immunosuppressive effect. Dr. Lee Berk

and fellow researcher Dr. Stanley Tan at Loma Linda University School of Medicine

have produced carefully controlled studies showing that the experience of laughter

lowers serum cortical levels, increases the amount and activity of T lymphocytes—the

natural killer cells. Laughter also increases the number of T cells that have suppresser

receptors.



4.1: ANALYSIS AND INTERPRETATION OF THE DATA:

In this chapter, analysis has been made to discuss about the facts and findings

collected through questionnaires from the employees’ of CPM, Panchgram during

the course of study on understanding and level of stress related taken by the

employees at the time of working and which will give impact on their

productivity. Also an attempt has been made to know about the various problems

faced during their work.

The questionnaire was divided into two sections i.e. A and B. Question of Section

‘A’were meant to collect basic information of employees’ like designation,

grades, department, gender, length of service etc. Question of Section ‘B’were

meant to know the level of stress, satisfaction level of the employees etc.Simple

percentage method was used to make the study more realistic. Pie-charts, bar

diagram, line diagrams etc. were also used so that one can easily understand.



The findings of each question of the questionnaire are summarized below with

the help

Of tables and pie-charts:

Section ATable No 4.1:

1. Gender of the respondents:

Gender Female Male Total

Respondents 15 35 50

Percentage 30% 70% 100%

(Source: Survey)

Pie Chart 4.1: Gender of the respondents

male70%

female30%

Gender of the respondents

INTERPRETATION:

From theabove table and pie chart it can be revealed that, 70 percent respondents are

male and 30 percent respondents are female.



Table No 4.2: 2. TheLength of service

Category

Less than 1

year

1-5

years

5-10

years

10-15

years

15 years and

above

Total

Responses 2 5 4 7 32 50

Percentage 4% 10% 8% 14% 64% 100%

(Source: Survey)

Bar no4.2:The Length of service

less then 1 year 1-5 year 5-10 year 10-15 year 15 year and

above

010203040

2 54 7

32

Responses

INTERPRETATION:

From the above table andHistogramit can be revealed that, 64

percentemployeesLength of service is between15 year and above, 14percent are

between 10-15 years, 10percent are between 1-5 years, 8percent between 5-10 years,

and 4percent less than 1 year.



Section BTable No.4.3:3. Opinion about stress in the job

Criteria Responses Percentage

Yes 39 78%

No 11 22%

Total 50 100%

(Source: Survey)

Pie chart no 4.3: Opinion about stress in the job

78%

22%

Opinion about stress in the job

Yes No

INTERPRETATION:

From the above table and pie chart it can be revealedthat,78 percent of respondents

said that they are under stress and 22 percentof respondents said that they are not in

stress.



Table No: 4.3(a)3(a) Opinion on causes of Stress

(Source: Survey)

Bar chart no4.3 (a): cause ofstress

INTERPRETATION:

From the above table it can be inferred that,of 62 percent of employees said work

load, 22percent said that work timing, 12percent said meeting targets, 4percent said

that ventilation is the causes of stress,in the organization.



Work load 31 62%

Work timings 11 22%

Meeting targets 6 12%

Ventilation 2 4%

Others 0 0%

Total 50 100%

Health

Psychologic

al

Meeting t

argets

Work it s

elf

Others0

5

10

15

20

25

Series1


Table No. 4.4:4.Problem due to stress job


Health 20 40%

Psychological 8 16%


Work it self 16 32%

Others 1 2%

Total 50 100%

(Source: Survey)

Bar chart no4.4: Problem due to stress job

Health

Psychologic

al

Meeting t

argets

Work it s

elf

Others0

5

10

15

20

25

Series1

INTERPRETATION:

From the above table it can be interoperated that,of 40 percent of employees said that

health,32percent said that work itself,16 percent said that psychological issue,10

percent said that meeting targets and 2 percent said othersis the main problem of

stressin the job .



Table No: 4. 55. Opinion about working environment

Criteria Response Percentage

Yes 9 18%

No 41 82%

Total 50 100%

(Source: Survey)

Pie chart no 4.5: Opinion about working environment

Yes18%

No82%

Working environment

INTERPRETATION:

From the above table it can be revels that,82 percent of respondent said that they are

not comfortable and 18 percent said that they are comfortable with theworking

environment of the organization.



Table no:4. 66. Opinion about the impact on performance


Yes 42 82%

No 8 16%

Total 50 100%

(Source: Survey)

Pie chart no 4.6: The impact on performance

Yes84%

No16%

Impact over performance

INTERPRETATION:

From the above table and pie chart it can be concluded that, 82percentof respondents

think that stress in work place will impact the performance and 16 percent said it does

not impact the performance.



Table no: 4.77. Opinion of employees frustrated due to excessive stress in job


Yes 42 82%

No 8 16%

Total 50 100%

(Source: Survey)

Pie chart no: 4. 7 Opinion of employees frustrated due to excessive stress in job

Yes84%

No16%

Frustrated due to excessive stress

INTERPRETATION:

From the above figure and table it can be concluded that, 82percent of respondents

think that they get frustrated due to excessive stress in job and 16 percent said no.



Table no4.8.8.Opinion on stress act


Daily basis 42 84%


Some times 3 6%

Total 50 100%

(Source: Survey)

Bar chart no: 4.8. Opinion on stress act

Daily basis Meeting targets Some times0

5

10

15

20

25

30

35

40

45

Series1

INTERPRETATION:

From the above figure and table it can be concluded that, 84percent of respondents

Saidthat on daily life, 10 percent said that meeting target ,and 6 percent said

sometime they get frustrated and due to excessive stress in job.



Table no: 4.9. 9. Opinion on Origin of stress

Criteria Yes No Percentage

Work place 39 11 78%

Home place 11 39 22%

Total 50 50 100%

(Source: Survey)

Bar chart no: 4.9 Origin of stress

Yes No0

5

10

15

20

25

30

35

40

45

Origin of stress

Work place Home place

INTERPRETATION:

From the above table and bar chart it can be concluded that,78 percent respondents

said that workplace is the origin of stress is work place and 22 percent said that home

place.



Table no: 4.1010.Opinion on how stress can be stopped.

(Source: Survey)

Pie chart no: 4.10 Opinion on how stress can be stopped

Flexible work hours

22%

Distributed work load

43%

Timely targets18%

Periodic rela

xation16%

Others2%

Stress in work place

INTERPRETATION:

From the above figure and table it can be concluded that,43percent of respondents

said that to distribute workload,21percent said that by flexible work houre,16 percent

said that by periodic relaxation,18 percent said that by timely targets may stopped the

stress in the work palace.


Criteria Responses PercentageFlexible work hours

11 21%Distributed work loa

d22 43%

Timely targets9 18%

Periodic relaxation8 16%

Others1 2%

Total50 100%


Table no 4.1111. Opinion on work Stress Management improves the morale


Yes 8 2%

No 42 92%

Total 50 100%

(Source: Survey)

Pie chart no 4.11:Opinion on work Stress Management improves the morale

84%

16%

Work Stress Management improves the morale

Yes No

INTERPRETATION:

From the above figure and table it can be conclude that,92 percent of respondents said

that stress management in workplace doesn’timprovesthe morale of the employees

and employee Good Will while 8 percent of respondents said that its improves.



Table no:4.12.

12.Opinion on controlling the Stress causingfactors.Criteria Responses Percentage

Counselling 14 28%

Job rotation 13 26%

Leisure breaks Informal relationship 18 36%

Sports activities 4 8%

Recognizing good working 1 2%

Total 50 100%

(Source: Survey)Bar chart No 4.12:controlling the Stress causing factors

Counsellin

g

Job rotati

on

Leisure

breaks

Informal r

elationship

Sports

activiti

es

Recogn

izing g

ood worki

ng0

4

8

12

16

Series1

INTERPRETATION:

The above table shows that, 43percent of respondents said that

Leisure breaks Informal relationship, 28 percentsaid that Counselling, 26 percent said

that Job rotation,8percent said that Sports activities can help to control the Stress.



Table no 4.13.13. Opinion on Stress Management techniques can boost upconfidence of the employees.


Yes 37 74%

No 13 26%

Total 50 100%

(Source: Survey)

Pie chart No 4.13:Stress Management techniques boost up confidence of the employees

Yes74%

No26%

Techniques boost up confidence of the employees

INTERPRETATION:

The above table reveals that,37 out of 50(i.e. 74 percent) of respondents said that

Stress Management techniques boost up confidence of the employees but 26 percent

say no.



Table no 4.1414. Opinion on work Stress Management techniques will improve the working environment


Yes 13 26%

No 37 74%

Total 50 100%

(Source: Survey)

Bar chart no4.14:work Stress Management techniques

Yes No

13

37

Work Stress Management techniquesSeries1

INTERPRETATION:

From the above table it can be inferred that, 74 percent of respondents said that stress

management techniques doesn’t improve the working environment and 26 percent of

respondents said that no.

Table No4. 15:



15. Opinion on Recreational Activities Criteria Responses Percentage

Recreational Tours 11 22%

Sports Activities 9 18%

Family Tours 26 52%

Honouring the hard working peopl

e 4 8%

Others Specify 0 0%

Total 50 100%

(Source: Survey)

Bar chart no 4.15:The Recreational Activities

11 9

26

4 0

The Recreational Activities Series1

INTERPRETATION:

The above figure revealed that, 52 percent saidfamily tours,22percentsaid

Recreational Tours,18percentsaid Sports Activities, and 8percentsaid

Honouring the hard working people are provided for recreational Activities.



Table no 4.16:16.Opinion about Recreational Activities provided

(Source: Survey)

Bar chart no:4.16 Recreational activities provided

Yearly once Half-Yearly Quarterly0

5

10

15

20

25

Series1

INTERPRETATION:

From the above figure and table it can be conclude that, 48 percent of respondents

said that the recreational activity was provided once in a year,36 percent of

respondents said that Half-Yearly, 16percent of respondents said that Quarterly.



Yearly once 24 48%

Half-Yearly 18 36%

Quarterly 8 16%

Total 50 100%


Table no: 4.1717. Opinion of the employees foradaptation of various techniques


Yes 37 74%

No 13 26%

Total 50 100%

(Source: Survey)

Pie chart no4.17: Opinion of the employees for adaptation of various techniques

74%

26%

Adaptation of various techniques

YesNo

INTERPRETATION:

From the above figure and table it can be conclude that, 74 percentof respondents said

that performance of the employees have enhanced due to various techniques adopted

by the management and 26 percent responded say no.

Table no: 4.18



18. Opinion for implementing work stress management techniques.


Pre-planned 15 30%

Takes the opinion of the employees 35 70%

Total 50 100%

(Source: Survey)

Pie no: 18 implementing work stress management techniques

Pre-planned30%

Takes the opinion of the employees

70%

Work stress management techniques

INTERPRETATION:

From the above pie chart and table it can be concluded that,70percentof respondents

said that training should be implementing by taking the opinion of the employees and

other 30percent said that it should be pre planned.

5.1 FINDINGS :



The important findings of my project entitled “A study of stress management

with reference to HPC/CPM “are as below:

1. Majority (70 percent) of the respondents were male.(Refer-Table No:4.1 )

2. Majority of employees (64 percent) Length of serviceis between15 year and

above by working in the organization.(Refer-Table No:4.2 )

3. Majority of the respondent (78 percent) said that they are under stress.(Refer-

Table No:4.3 )

4. Majority (62 percent) of employees said that work load in the main reasons of

stress in the organization. .(Refer-Table No:4.3(a)

5. Majority (40 percent) of employees said that health is the main problem of

stressin the job.(Refer-Table No:4.4 )

6. Majority (82 percent) of employees said that they are not comfortable with

working environment of the organization.(Refer-Table No:4.5 )

7. Out of total respondents (82 percent) of respondents think that stress in work

place will impact the performance. .(Refer-Table No:4.6 )

8. Majority (82 percent) of respondents think that they get frustrated due to

excessive stress in job.(Refer-Table No:4.7 )

9. Majority (84 percent) of respondents think that they get frustrated on daily

basis due to excessive stress in job. (Refer-Table No:4.8 )

10. Maximum (78 percentage) number of respondents said that workplace is the

origin of stress. .(Refer-Table No:4.9 )

11. Majority(43 percent) of respondents said that to distribute workload may

stopped the stress in the work palace.(Refer-Table No:4.10 )

12. Majority (92 percent) of respondents said that stress management in workplace

doesn’t improvethe morale of the employees and employee Good Will. .

(Refer-Table No:4.11 )

13. 43 percentage of respondents said that Leisure breaks Informal relationship

can help to control the Stress. .(Refer-Table No:4.12 )

14. 37 out of 50 i.e. 74 percent of respondents said that Stress Management

techniques boost up confidence of the employees. .(Refer-Table No:4.13 )

15. Majority(74 percent) of respondents said that stress management techniques

doesn’t improve the working environment.(Refer-Table No:4.14 )



16. Majority family tours are provided for recreational Activities followed by

recreational tours etc.(Refer-Table No:4.15 )

17. Majority (i.e.48 percent) of respondents said that the recreational activity was

provided once in a year. .(Refer-Table No:4.16 )

18. Majority (i.e.74 percent) of respondents said that performance of the

employees have enhanced due to various techniques adopted by the

management.(Refer-Table No:17)

19. Majority (70 percent) of respondents said that training should be implementing

by taking the opinion of the employees .(Refer-Table No:4.18 )

5.2 CONCLUSION



The study has given me an opportunity and exposure to understand how human

resource works in reality and how difficult it is to take decisions related to them.

Human resource deals with individuals which is not easy.

It is vital that stress management techniques are implemented into our daily lives. As

mentioned earlier, some stress is good, but we need to find that optimal level of stress,

which will motivate but not overwhelm us. Coping with stress is an individualized

task and one method over another may not be superior, so find what works for you

and master it. A person that is stressed takes so much away from his or her health and

performance levels. Reducing stress could be as simple has adding exercise to you

day or making new friends. To make the most of your life, limit your stress and of

course for that stress that you cannot diminish, learn to manage it.

A study to find out whether the employees are facing more stress in the organization.

The study was carried out by selecting 50 members working in different departments

in the unit. The data was collected through questionnaire. The data collected was

analyzed based on pre-determine objectives. The analysis helped to come out with the

mentioned findings and suggestions.

6.1 SUGGESTIONS:



A Small percentage of the employees did have high stress. Person facing stress

at the organizational level of lot of psychological problems in the form of decreased

motivation, absenteeism low productivity targets not being achieving etc. as a remedy

for the above said employees facing stress are advised to attend stress management

courses which will help them to build coping strategies and cause out their stress. The

stress management cause comprise of a package program consisting of:

Relaxation

Positive outlook towards works / responsibilities

Inter personal skill development

Protection yoga cum meditation

Time management

At the individual level the employees could practice a relaxing holiday

(where in quality time is spent with the family) every fortnight or

month

Realize excessive use of tea / coffee cigarette is not answer to stress

Try to get 6-7 hrs of continuous sleep per day

The working environment should be improved to make the staff

member feel happier.

The organization should take extra care related to government like

electricity,water facility, drainage, etc.

The company should provide frequent counselling to the employees in

order to overcome stress.

QUESTIONNAIRE“A study of stress management with reference to HPC/CPM”



Respected Sir/Madam,

I am a student of MBA 3rd semester of SVERI College of engineering under solapur university, Solapur, Maharashtra and doing a project study on “A study of stress management with reference to HPC/CPM”as a part of my course curriculum. So, I request you to please help me by filling up this questionnaire.

I assure you that all the relevant information provided by you shall be used only for academic purpose and shall be kept strictly confidential.

Thanking you, Amrita Chakraborty Section A

PERSONAL DETAILS:

Name

(optional):_____________________________________________________

Age:___________________________________________________________

____

Gender:________________________________________________________

_____

Length of service in Hindustan Paper Corporation Ltd, Panchgram[please indicate

a (√) mark for the appropriate option in the space provided]

Section B

Q4.Do you think that you are undergoing any stress in your job?

Yes No

Q5.If yes, according to you, which are the following do you think cause

stress?

a) Work load


a. Less than 1 year

b. 1 – 5 years

c. 5 – 10 years

d. 10 – 15 years

e. 15 years and above


b) Work timings

c) Meeting targets

d) Ventilation

g) Others_______________________

Q6. In which of the following areas do you face a problem due to stress in

your job?

a) Health

b) Psychological

c) Meeting targets

d) Work it self

e) Others________________________

Q7.Are you comfortable with the working environment in which you work?

a)Yes

b) No

6. Does Stress in the work place have an impact over your basic

performance?

A)Yes

b) No

Q8.Do you get frustrated due to excessive stress in your job?

a)Yes

b)No

Q9. Does stress act you on a daily basis or it is encountered while meting

targets?

a) Daily basis

b) Meeting targets

c) Some times

Q10.Is all the stress generated having its origin in the work place or home

place?

a) Work place Yes No

b)Home place Yes No



Q11.How do you think stress in the work place, which is internal in nature can be

stopped?

a) Flexible work hours

b) Distributed work load

c) Timely targets

d) Periodic relaxation

e) Others------------------------------------

Q12.Do you thin work Stress Management improves the morale of the employees and

employee Good Will?

a) Yes

b)No

Q13. What measures do you suggest in controlling the Stress causing factors? (Tick as

many)

a) Counselling

b) Job rotation

c) Leisure breaks Informal relationship

d) Sports activities

e) Recognizing good working

f) Any other specify___________________________

Q14.If usage of work Stress Management techniques boost up confidence of the

employees?

a) Yes

b) No

Q15.Do you feel using work Stress Management techniques will improve the working

environment?

a)Yes

b) No

Q16.What are the Recreational Activities does your company provide to the

employees to reduce the work stress?



a) Recreational Tours

b) Sports Activities

c) Family Tours

d) Honouring the hard working people

Others Specify ______________________

Q17. How often does your company provide Recreational Activities to reduce the

work stress of an employee?

a) Yearly once

b) Half-Yearly

c) Quarterly

Q18. Do you think the performance of the employees have enhanced due to various

techniques adopted by the management?

a)Yes

b)No

Q19.How do you want your HR department in implementing work stress management

techniques?

a) Pre-planned

b) Takes the opinion of the employees

Q20.Please give your valuable suggestions as to how stress can be effectively handled

in your organization?

_____________________________________________________________________

_____

Books



[1] Malhotra, N. K. & Dash Satyabhushan (2010). Marketing Research: An Applied

Orientation, 6th Edition.Pearson Education.

[2] Rao, V. S. P. (2010). Human Resource Management, Text and Cases, 3rd

Edition. New Delhi: Excel Books.

WEBLIOGRAPHY

http://www.hindpaper.in


http://www.hindpaper.in/