a study on quality worklife of employees in kumadam publications pvt

A STUDY ON QUALITY WORKLIFE OF

EMPLOYEES IN KUMADAM

PUBLICATIONS PVT. LTD.

CHENNAI.

PROJECT REPORT

Submitted by

DHINESHKUMAR. D

(Reg. No.098001604009)

In partial fulfillment for the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

IN

GNANAMANI COLLEGE OF TECHNOLOGY

PACHAL, NAMAKKAL – 637 018

MAY - JUNE - 2011

GNANAMANI COLLEGE OF TECHNOLOGY

PACHAL, NAMAKKAL – 637 018

Department of Management studies

PROJECT WORK

MAY - JUNE - 2011

This is to certify that the project entitled

A STUDY ON QUALITY WORKLIFE OF EMPLOYEES

IN KUMADAM PUBLICATIONS PVT. LTD.

AT CHENNAI.

is the bonafide record of project work done by

DHINESHKUMAR. D

Register no: 098001604009

Of MBA (Master of Business Administration) during the year 2010 - 2011

---------------------- ---------------------------- Project Guide Head of the Department

Submitted for the Project Viva- Voce examination held on

---------------------- --------------------------

Internal Examiner External Examiner

DECLARATION

I affirm that the Project work titled ‘ A Study on Quality

worklife of employees in Kumudam Publications at chennai’ being

submitted in partial fulfillment for the award of Master of Business

Administration (MBA) 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, either in this or any other university.

---------------------------------

Signature of the student (DHINESHKUMAR. D)

(098001604009)

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

---------------------------------

Signature of the guide (R. NIRMALA RANI) Head, Department of MBA

ACKNOWLEDGEMENT

I express my heartful gratitude and thanks to Dr. T. ARANGANNAL,

Chairman, and Smt. P. MALALEENA chairperson of GNANAMANI

COLLEGE OF TECHNOLOGY, Namakkal who provide all the facilities

and necessary encouragement during the course of the study.

I ever remain our PRINCIPAL DR.V.BASKARAN GNANAMANI

COLLEGE OF TECHNOLOGY, Namakkal for granting me the permission

to carry out my project work.

I wish to convey my sincere and Heartful thanks to my Head of the

Department and Guide R. NIRMALA RANI, GNANAMANI COLLEGE

OF TECHNOLOGY, Namakkal for her constant encouragement and

valuable support through out the study.

Above all expresses my sincere thanks to my parents who provide all

the necessities in ensuring my successful completion of the project.

----------------------------

(DHINESHKUMAR. D)

CONTENTS

Chapter No. TITLE Page No.

I INTRODUCTION TO THE STUDY 1-21

1.1 Stress 1

1.2 Scope of the study 17

1.3 Objective of the study 18

1.4 Research Methodology 19-20

1.5 Limitations of the study 21

II REVIEW OF LITERATURE 22-24

III INDUSTRY PROFILE 25-28

COMPANY PROFILE 29-32

3.1Functions of various departments 30

3.2 Organization Chart 32

IV DATA ANALYSIS AND INTERPRETATION 33-58

V FINDINGS AND SUGGESTIONS 59-63

VI CONCLUSION 64

VII BIBLIOGRAPHY 65

VIII ANNEXURE 66-68

LIST OF TABLES

LIST OF TABLES

SL.NOTITLE

PAGE.NO.

1 Distribution of the respondents according to gender 33

2 Distribution of the respondents according to marital status

34

3 Distribution of respondents according to their educational qualification

35

4 Distribution of the respondents according to experience 36

5 Distribution of respondents according to their work before office time

37

6 Distribution of respondents according to their work after office time

38

7 Distribution of respondents according to their office work at home

39

8 Distribution of respondents according to their work during lunch break

40

9 Distribution of respondents according to their wake up 41

10 Distribution of respondents according to their resting time

42

11 Distribution of respondents according to solve the problems related to work without anybodies help

43

12 Distribution of respondents according to lie awake at night thinking of the next days work

44

13 Distribution of respondents according to always insist on perfection in the quality of work done

45

14 Distribution of respondents according to feel that organization problems are your own

46

15 Distribution of respondents according to training and expertise are utilized in your present role

47

16 Distribution of respondents according to enjoy their role very much

48

17 Distribution of respondents according to the power to take decisions in their role

49

18 Distribution of respondents according to communicate frankly with their immediate supervisor

50

19 Distribution of respondents according to meet the expectations of their boss

51

20 Distribution of respondents according to employees who don’t spend much time with their family

52

21 Distribution of respondents according to employees who have heavy work load

53

22 Distribution of respondents according to employees who are not clear about the expectations of their role

54

LIST OF CHARTS

LIST OF CHARTS

SL.NOTITLE

PAGE.NO.

1 Distribution of the respondents according to gender 33

2 Distribution of the respondents according to marital status

34

3 Distribution of respondents according to their educational qualification

35

4 Distribution of the respondents according to experience 36

5 Distribution of respondents according to their work before office time

37

6 Distribution of respondents according to their work after office time

38

7 Distribution of respondents according to their office work at home

39

8 Distribution of respondents according to their work during lunch break

40

9 Distribution of respondents according to their wake up 41

10 Distribution of respondents according to their resting time

42

11 Distribution of respondents according to solve the problems related to work without anybodies help

43

12 Distribution of respondents according to lie awake at night thinking of the next days work

44

13 Distribution of respondents according to always insist on perfection in the quality of work done

45

14 Distribution of respondents according to feel that organization problems are your own

46

15 Distribution of respondents according to training and 47

expertise are utilized in your present role

16 Distribution of respondents according to enjoy their role very much

48

17 Distribution of respondents according to the power to take decisions in their role

49

18 Distribution of respondents according to communicate frankly with their immediate supervisor

50

19 Distribution of respondents according to meet the expectations of their boss

51

20 Distribution of respondents according to employees who don’t spend much time with their family

52

21 Distribution of respondents according to employees who have heavy work load

53

22 Distribution of respondents according to employees who are not clear about the expectations of their role

54

CHAPTER-I

INTRODUCTION

CHAPTER-I

INTRODUCTION

What is stress?

Stress can be defined as the physiological and psychological reaction

which occurs as consequence of perception of an imbalance between the level

of demand placed upon individuals and their capabilities to meet those

demands. Stress relates to the causes and consequences of less than optimum

performance which is attributable to motivation. Such level of motivation by its

nature or its intensity is inappropriate to the work being performed and

personality and abilities of the individual concerned.

Stress is basically the impact of one object on another. Industrialization

increase in the scale of operations in the society is causing increasing stresses.

Stress is a person’s adaptive response to a stimulus that places excessive

psychological or physical demand on the person. It can be caused by many

factors. Major organizational stressors are task demand, physical demand and

role demand. Stress can affect performance and attitudes or cause withdrawal.

It is anything that changes our physical, emotional or mental state encountering

various stimuli in the environment. Two important individuals differences

related to stress are hardiness and optimism. Hardiness is s person’s ability to

cope with stress. People with hardly personalities have an internal locus of

control, are strongly conceited to the activities in their lives, and view change

as an opportunity for advancement and growth.

People with low hardiness may have more difficulties in coping with

pressure to stress. Optimism is the extent to which a person sees life in positive

or negative terraces. Optimistic people handle stress better. They will be able to

see the positive side of the situation and recognize that things may eventually

improve.

1

Less optimistic people may focus more on the negative side of the

situation and expect things to get worse and not better. Many things can cause

stress. The two important categories are Organizational stressors and Life

stressors. Organizational stressors are factors in the work place that can cause

stress. Four general sets of organizational stressors are task demand, physical

demand, role demand and interpersonal demand.

Some of the consequences of stress have been identified as:

Reduced productivity

Lack of creativity

Job dissatisfaction

Increased sick leave

Premature retirement

Absenteeism

Accidents

Organizational breakdown

There are many ways in which organizational culture will manifest itself

in a dysfunctional way. For example, the unhelpful and dysfunctional division

between 'us' and ‘them’, this may be perpetuated, by both senior managers and

employees. A division which results in a lack of proper communication and a

sort of 'blaming' culture.

Addressing these matters is difficult work, work that cannot be

adequately dealt with by employees or internal consultants because they are

part of the culture; part of the hierarchy, and subject to the authority structure

of the organization.

2

Such a strategy would address the following sort of issues:

Level Aims Responsibility

1 Treat casualties Occupational Health Professionals

2 Detect other cases Employees/Occupational Health Professionals

3 Increase awareness Employees, Training, Occupational Health

4 Teach Skills Training, Occupational Health

5 Improve Culture Senior Management Team

The first four actions are as essential as the last. These can all be

developed by internal staffs that have the knowledge, skills and ability to

ensure that what is provided is as good as anywhere else. There may be benefit

from employing outside assistance to consult to the process but basically the

experts in the field are in the organization.

Stress Management for Organizations

Stress can be an issue for anyone, and at any time. It can be painful and

performance limiting to the most junior recruit to the most experienced senior

executive. Stress is defined by the Brown “as occurring when pressures exceed

the resources of an individual to cope effectively”.

Stress is now the largest single cause of sickness absence in the UK. It

has become a modern epidemic. If unmanaged in can lead to long-term

absence, industrial tribunals and personal injury claims. There is a strong

financial driver for any organization to better manage stress, along with the

added incentive of protecting its reputation.

3

Organizational Stress Management

Organizational Stress Management aims at preventing and reducing

stress for both the individual employee and the organization or company. The

Training Package offers you eight detailed sessions for stress management

training groups in your workplace. These include eight relaxation exercises on

audiocassette tapes, together with training in relaxation, breathing and

cognitive-behavioral techniques. We also provide practical training in the

management of many workplace stressors. The Stress Management sessions

provide employees with the opportunity to tackle major stressors using

techniques from Problem Solving Therapy. We also provide research notes

with each session giving you in-depth background information on the problems

of work-pace stress, together with step-by-step presentations of related

therapies of particular value in the treatment of stress at work.

If you have a look at the typical symptoms of stressed people within a

working organization it is not difficult to see why high performance relates

closely to a low stress, happy atmosphere. Removing stress has to be a priority

if you really want your organization to succeed.

Organizational stressors may be due to any of the following causes:

Intrasender conflict: This occurs when the same person sends

conflicting messages.

Intrarole conflict: This occurs when different people have different

expectations about what a role incumbent should do. This type of

conflict is also known as role expectations conflict.

Interrole conflict: This occurs when two roles held by one person are in

conflict. It is also known as interrole distance stress.

Person role conflict: This occurs when the personal attitudes or values

of the individual conflict with what is required from him in a particular

role. It is also known as self-role distance.

4

Role ambiguity: This may occur due to any of the following reasons:

1. Because the individual does not understand what is expected of

him/her.

2. Because the individual understands what is expected, but is

unclear as to how he/she will meet those expectations.

3. Because the individual’s perception of what he/she is being

expected to do by members of the role set.

Role overload: This occurs when the expectations and demands of the

job exceeds the ability or the perceived ability of the role incumbent.

Role overload can be either quantitative or qualitative. When a person is

required to do more work than is possible within the time allotted for the

job, it is known as quantitative overload. When a person thinks that

he/she does not have the abilities or skills to perform a particular job, is

known as qualitative overload or personal inadequacy.

Role underload: This occurs when the expectations and demands of the

jobs under utilize the ability of the role incumbent. Role under load like

role overload can be qualitative or quantitative. Qualitative role under

load occurs when the jobs that have to be done are not mentally

stimulating or challenging. Quantitative role under load occurs when a

person has little to do in the job.

Relationships at work: Relationship with colleagues (subordinates,

boss and peers) may be a source of occupational stress.

Roles stagnation: When a person wants to hold a role with a higher

responsibility but is stuck in the same role, this kind of stress results.

Organizational structure and climate: Organizational structure and

climate may sometimes acts as sources of work stress.

Home-office interface: Home-office interface can develop as a source

of stress for certain individuals.

5

Resource inadequacy: When the role occupant feels that he is not

provided with adequate resources such as material, man, money,

information etc needed for performing the functions assigned to him/

her.

Individual difference: Stress is not inheriting in a situation. Stress is

determined by whether the person perceives or interprets what is

happening as threatening.

Stress and delegation: When proper delegation is not done stress may

develop. The reasons why a employee fails to delegate may be the

following:

1. The employee would delegate more work, but the task he/she

delegate never seem to get done the way he/she wants them to be

done.

2. The employee feels that if he/she delegates he/she loses control.

3. He/she does not delegate much as his/her subordinates lack the

necessary experience.

4. He/she feels that he/she can do the task better than the person to

whom he/she may delegate.

Stressed and unproductive behavior that damages organizations

Stressed organizations are inflicted with a whole range of unproductive

behaviors including many of the following:

Unnecessary interpersonal conflicts that lead to obstruction and wasteful

turf wars,

Attachments to the current ways of doing things and therefore resistance

to change,

Prevarication that clouds issues and confuses priorities,

Procrastination in decision-making and implementation,

Chaotic activity and disorganizations, lack of focus

6

Absenteeism, now rife in the public sector and manufacturing,

Days off for genuine sickness

High staff turnover

Lethargy and slow working,

Resentments,

Disloyalty,

Secrecy,

Hidden agendas,

Hostility or resentfulness to the organization

Negativity towards both customers and fellow colleagues

Negativity or cynicism towards planning outcomes and management

Poor judgment with respect to both working relationships and planning

Clumsiness and accidents

Loss of focus and absent mindedness

Forgetfulness

High level of mistakes and consequent costly reworking

understand the situation, including causes and possible solutions;

provide support to the individual;

develop a plan to tackle the stressors/pressures (the causes of stress) that

is acceptable to all, particularly to the individual and their line

employees; and

Assess whether anyone else is experiencing problems and if a broader

organizational intervention is required.

The more stressed your organization is, the more of these sort of

behaviors and attitudes will be prevalent. As you can see, organizational stress

has an insidious effect on every significant personal transaction between staff

and management or staff and your clients and customers.

7

As a consequence, the above symptoms of stress directly influence

efficient operational functioning, high performance and productivity. This is

why good management is also good stress management pure and simple. In a

low-stress environment you can quite simply get a lot more done and in less

time.

10 Tips for employees to reduce organisational stress

Stress can prove a major headache for firms, leading to misunderstandings and

getting in the way of productivity. Dr Rosemary Anderson, chair of

International Stress Management Association UK gives some advice on how to

cut stress at work

Adopt the attitude that stress is not a weakness, and develop this

culture within your department.

Nobody’s perfect, we all have too much pressure from time to time, and stress

can affect anyone given an accumulation of circumstances. Foster the mindset

that it isn’t a weakness to seek help if you are not coping – it’s strength to

admit it and do something about it. Promote this as a developmental issue.

Handling stress is a proactive intervention to prevent ill health in your

employees and your organisation.

Ensure you are not suffering from stress yourself.

A stressed manager has a ‘knock-on effect’ throughout the organisation.

Dealing with your own stress will prevent your staff from suffering, and results

in a more relaxed and productive atmosphere.

Analyse your management style and behaviour.

Ask yourself (honestly) if this is causing any stress. Good management is the

best proactive way of reducing organisational stress.

8

A good employee:

- Ensures a realistic understanding of the workload and time it should take

- Sets individual work objectives and targets, and consult and discusses before

setting these

- Gives clear, effective instructions

- Makes sure he/she defines roles and tasks adequately – and discusses

priorities

- In times of high workload, prepares employees ahead

- Varies work where possible, and provides opportunities for individuals to

influence the way they do their jobs

- Delegates effectively, and not just the boring bits

- Which of these could you improve upon?

Ensure the working environment is suitable

They should make sure that there is not too much noise or overcrowding, for

example.

A poor working environment can cause employees a great deal of stress. While

this is sometimes impossible to change completely, many small things can be

done to improve the situation.

9

Help your staff to cope with change – no matter how big or how

small.

Before introducing a change, listen to the views of your staff. How will it be

for them?

Where possible, update employees on any changes taking place, and explain

the reasons for them.

Identify those who resist change and help them to accept it. Listen to doubts

and fears; explain, coach, boost self-esteem. Check how things are progressing

during and after change.

Improve communication.

Where possible, keep employees informed of all changes and major decisions.

Listen to your staff and hear what they are saying.

Talk to your staff informally and regularly. It will be easier for them to come to

you or for you to approach them if there’s a problem.

Observe your staff –you’ll learn a lot from watching.

Organizational stressors

An organization is composed of individuals and group and stressors may

also exist in organization at contact. There are macro level dimensions of

organizational functioning which may work as a stressor.

Organizational polices

Organizational policies, guidelines for actions unfavorable and

ambiguous polices may affect the functioning of the individual adversely and

they may experience stress.

10

The unfair and arbitrary performance evaluation, un realistic, job

description, frequent reallocation of activities, rotating work shifts, ambiguous

procedure, inflexible rule, inequality of incentives etc, work as stressors.

Organizational structure

It provides formal relationship among individuals in an organization.

The defect in organization structure like lack of opportunity of participation in

decision making, lack of opportunity for advancement, high degree of

specialization, excessive inter-dependence of various departments could lead to

staff conflict.

Organizational processors

It is also affects individuals behavior at work. Faculty organizational

process like poor communication, poor and inadequate feedback of work

performance and conflicting role, unfair control system cause stress for people

in the organization. Inadequate job stress is as condition arising from the

interaction of people and their jobs characterized by change within people that

force them to deviate from their normal functioning.

Physical condition

Organizational physical condition affects work performance. The poor

physical conditions like crowding and lack of privacy excessive notice,

excessive heat/cold, use of toxic chemicals and radiation, air pollution, safety

hazards, poor lighting etc., produce stress.

Interpersonal demand

A set of organizational stressors consist of three interpersonal demand

group pressure, leadership and interpersonal conflict. Group pressure may

include pressure to restrict output, pressure to conform to the group norms.

11

Organizational Consequences

PppPersonal Stressors

High achievement expectation

High organizational expectation

Level of job involvement

Organizational Stressors

Role Conflict

Role overload

Intensity of interpersonal interaction

Emotional exhaustion

Depersonalization

Feeling a lack of personal accomplishment

Behavioral Impact

Negative attitude

Fatigue

Frustration

Helplessness

Withdrawal from friends and social circles

Consequences of the Stress

The individual consequence of stress also affects the organization. The

adverse consequences in organization include low performance and

productivity and high rates of absenteeism and turnover. The stressors

experienced by employees who take on critical role and responsibilities could

result in faculty decision making which could in turn result in disruptions in

working relationship.

12

The twentieth century is often known as the “Age of stress” Incessant

wars have become the order of the day. Economic fluctuations and inflation

have taken this toll in unemployment, poverty and socio-political chaos. Urban

society with its high mobility disrupts friendships, weakens extended family

bonds, places increasing stocks on the home, Excessive competition and

impersonalization has resulted in dehumanization of values and ideas.

Executives from the level of managers are above all the people who

have much of the responsibility and authority to shape the organization

according to the marketing policies and procedures. It takes much effort to run

the show smoothly because human resources are complex in nature, to get

work done and to convince them of the importance of completing assignments

in time is no easy task and in this process tension and stress would be the

resultants. Once if the executives realize the factors that cause stress in their

work environment, they can prepare themselves to face them with much

confidence. So that they would be able to cope with it and make the

organizational environment a better place to work.

Industrial conflict is an endogenous component of the employer-

employee relationship. It may be defined as a situation in which the conditions,

practices or goals of the different parties are incompatible and the parties are

aware of this incompatibility. Public sector is the very basis of modern

civilization and is in fact the big employer of “Organized labour force” in the

country. The study of “stress” in the public sector becomes all the more

important because of the following reason.

The level of stress among executives and the factors contributing to

stress in the work environment was assessed during the organizational stress

questionnaire designed by the investigator.

13

The data was analyzed in view of different dimensions to get a better

understanding about the variable “stress”. To draw definite conclusions from

the collected data, the statistical tools such as mean, correlation and simple

percentage analysis have been used. Based on the results obtained, conclusion

regarding the level of stress and dominant factor contributing to stress in the

case of executives rule arrived at. A few recommendations are also given to

reduce the impact of organizational stress on the executives.

Man has made significant strides in the application of science and

technology. Unfortunately, advances in our understanding of human nature and

behavior have lagged far behind our advances in the physical and biological

sciences. We know much about the atom and the gene but not nearly enough

about love or the values needed for a meaningful and fulfilling life.

The stresses of modern life are indicated by the incredible amount of

tranquilizers and hot beverages consumed everyday in the society. The growing

number of heart attacks, suicide among youth, crime rate and increase in

prostitution are the obvious indices of contemporary stress. The incidence of

stress is also reflected in the widespread preoccupation with altered states of

consciousness as well as the ample literature on dehumanization and alienation.

Despite the stress of modern life most people manage through but for

many stresses prove detrimental. It is startling to note that emotional

disturbances incapacitate more people than all other health problems combined.

Emotional conflict and tension aggravates many kinds of organic illness.

In the initial, alarm stage, the body responds to the stressors by

mobilizing its defenses to deal with the threat. The state of resistance begins as

the body fights back. In the stage of exhaustion, the body no longer can stand

up and fight. Different people spend varied time in these stages.

14

Work stress may affect any employee, whether the employee is a

manager, or a worker, young or old. Almost any job condition can cause stress,

depending upon an employee’s reaction to it. There are, however, a number of

job conditions that frequently cause stress for employees.

The term “stress” is used in every day speech to refer broadly to the

process of copying with life’s pressures, problems and the negative feelings. In

today’s turbulent business environment, all ambitious and hard working

persons face constant problems and stress in their jobs and also in their

personal lives. Stress is an individual’s reaction to a disturbing factor in the

environment. The stress is said to be positive when the opportunity for one to

gain something. Stress is negative it can result in feelings of distrust, rejection,

anger and depression. In fact, excellence in any sphere of life is essentially

accompanied by stress. ‘Stress is a very bad master but a very good servant’.

“Stress” is defined as a non specific response of the body to any demand

upon it which result in symptoms such as rise in the blood pressures, release of

hormones, quickness of breathe, lightening of muscles, perspiration and

increased cardiac activity. Stress is not necessarily negative. Some stress keeps

as motivated and alert, while too little stress can create problems with mental

and physical health particularly over a prolonged period of time

Organizational stress has become a widely discussed problem in today’s

business world. In any organization and in any situation the employee

experiences stress in various forms. Stress can either help or hinder one’s

effectiveness depending upon the stress level.

Generally stress has negative consequence. However, stress which has

neutral connections: it is only the degree of stress, which produces positive or

negative consequence. Eustress denotes the presence of optimum level of stress

in an individual, which contribute positively to his performance.

15

Statement of the problem

Organizational stress has become a widely discussed problem in today’s

business world. In any organization and in any situation the employee

experiences stress in various forms. Stress can either help or hinder one’s

effectiveness depending upon the stress level. While analyzing the various

determinants of stress, it should be kept in mind that all employees do not get

the same degree of stress though they perform the same job in the same

environment and at the same time. An attempt has been made in this research

work to identify the organizational stress factors and its impact on job

performance of the employees.

Significance of the study

Generally, stress has negative consequences. However stress which has

neutral connection; it is only the degree of stress, which produces positive or

negative consequences. Eustress denote the presence of optimum level of stress

in an individual, which contribute positively to his performance. This may lead

working employees to view and better ways of doing their job. Distress denotes

the presence of high level of stress in an individual, which affects job

performance, is maximum, high level of stress causes physical, psychological

and behavioral problem. The employees may show dysfunctional behavior

because of stress of high level. In all these stress, organization is going to

suffer.

16

SCOPE OF THE STUDY

SCOPE OF THE STUDY

With the study, the researcher can bring about a clear picture about the

stress level among the employees in Kumudam Publications Pvt.ltd, Chennai.

The researcher can also state the areas in which the employees face lot of stress

and can also suggest the ways in which the employees can scope of stress in

those areas so that their day-to-day work is not disturbed.

OBJECTIVES OF THE STUDY

OBJECTIVES OF THE STUDY

General objective

To find out the strategies adopted by employees to manage stress.

Specific objectives

To identify the stressors in the area of work.

To examine whether there is any relation between age and stress.

To analyze whether there is any correlation between area of work and

stress.

Measures adopted by employees to counter stress.

To examine and analyze the ensuring factors influencing employees

stress.

18

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

Research

Research must be systematic and follow a series of steps and a rigid

standard protocol. These rules are broadly similar but may vary slightly

between the different fields of science.

Research Design

The research design used was Descriptive one. It narrates the whole

research in a simple manner.

Methodology

Field of study:

The study has been conducted at Aishweriya Rubber Products,

Coimbatore. The study seeks to find out the level of stress among

employees and the factors contributing to their stress.

Type of data:

Both primary and secondary data were used for the study.

Tools of data collection:

The methods used for collecting primary data were survey method

and interview method. Observation was not used for collecting data. Both

quantitative and qualitative data’s were collected. Secondary data were

http://www.experiment-resources.com/steps-of-the-scientific-method.html

http://www.experiment-resources.com/what-is-research.html

collected from information gathered from the personnel’s working in the

company.

Sampling method:

Proportionate sampling method is used for choosing the sample size.

19

Sample size:

Total strength of the employees where 105. Out of 105 I had

collected 100 samples.

Tools for Data Analysis

The following stat ist ical tools were used for analysis of data:

Percentage Analysis Method

Chi-Square Test

Correlat ion Analysis

Percentage analysis method

With this method, i t is found out how much percentage is for

or against the part icular factor.

The formulae = Sample SizeX100 Total Sample Size

Chi-square

For large sample sizes, the sampling distribution of x2 can be

closely approximated by a continuous curve known as the chi – square

distribution

χ 2 = ∑ (O-E) 2

E

Correlation analysis

Correlation is a statistical device which helps us in analyzing the

co variation of two or more variables. The effect of correlation is to

reduce the range of uncertainty. The prediction based on correlation

analysis is likely to be more valuable and near to reality.

∑ xy r =

√∑x 2 * √∑y 2

20

LIMITATION OF THE STUDY

LIMITATIONS OF THE RESEARCH

Focusing only on employees, assuming that stress is higher at

employee’s level.

The period of the study is limited to 13 days and based on this period

the functioning of the departments is assessed.

Since the findings are mostly based on the information given by the

participants, there is every possibility of lacking precision for the

findings of the study.

21

CHAPTER-II

REVIEW OF LITERATURE

CHAPTER-II

REVIEW OF LITERATURE

Behaviour in Organisation (Page no: 245)

According to Baron (1983), define occupational stress as "A condition

arising from the interaction of people and their jobs and characterized by

changes within people that force them to deviate from their normal

functioning."

Stress Management (Page no: 142)

According to Miles and Perreault (1976) identify four different types

of role conflict: 1. Intra-sender role conflict 2. Inter sender role conflict. 3.

Person- role conflict; 4. Role over load. The use of role concepts suggests that

job related stress is associated with individual, interpersonal, and structural

variables (Katz and Kahn, 1978; Whetten, 1978). The presence of supportive

peer groups and supportive relationships with super visors are negatively

correlated with R.C. (Caplan et al., 1964)

Employee participation of occupational stress (Page no: 213)

According to Srivastava and Sehgal (1984), the study revealed that

employees who maintained high work motivation experienced significantly

lower occupational role stress. Such as overload, role ambiguity and conflict,

unreasonable group and political pressures, responsibility for persons, for peer

relations, strenuous working conditions and non-profitability as compared to

low in the employees.

22

Organizational stress (Page no: 139)

According to Vansell, Brief, and Schuler (1993) stress is often

developed when an individual is assigned a major responsibility without proper

authority and delegation of power. Interpersonal factors such as group

cohesiveness, functional dependence, communication frequency, relative

authority and organisational distance between the role sender and the focal

persons are important topics in organisational behavior.

A resource pack for management, training and development (Page no: 284)

According to Doherty, N. and Tyson, S. (1998) mental well-being in

the workplace describes the four main approaches that organisations can

adopt to deal with stress problems. Includes a self-assessment exercise to help

managers identify which of their behaviors are likely to cause pressure to their

team, a well-being improvement model and a checklist for organisational

well-being.

An introductory guide for managers, supervisors and employees (Page no: 75)

According to Janet Cahill, Ph.D., Department of psychology, Rowan

college of New Jersey, Paul A. Landsbergis, Ed.D., M.P.H., Hypertension

Center, Cornell University Medical College, Peter L. Schnall, M.D., M.P.H

Center for social Epidemiology – presented at the Work Stress and Health’95

Conference. September 1995, Washington D.C. Making Changes in your

workplace to reduce stress.

23

A survey of employees and workplace stress (Page no: 198)

According to Wheatley, R. (2000) taking the strain examines the

relationship between stress and pressure, highlights the observable signs of

stress that a manager should be aware of and describes the key causes of stress

at work, including organisational culture and organisational change.

Stress and its Management Vol. 47(Page no: 58)

According to Bhadrapada, (1922) stress pressure help to avoid error,

completion of task in limited time, work overload, demanding and insensitive

section commander and unplanned workers are a few examples of

organisational factors. Poor inter-personnel relationship and lack of support

from colleagues can cause considerable stress especially among persons with

high social need.

Organisational stressors and job stress among employees (Page no: 162)

According to Kumaresan, S. Nasurdin, Aizzat Mohd, Ramayah. T.

(July 1, 2005) Singapore Management Review: The purpose of this paper is to

determine the influence of organisational variables (conflict, blocked career,

alienation, work overload, and unfavorable work environment) on job stress

among managers and to examine whether this relationship varies according to

the individual's level of neuroticism. Analysis of responses using hierarchical

regression revealed that three of the five organisational variables (conflict,

blocked career, and alienation) had significant positive effects on job stress.

Neuroticism was found to moderate the effects of the three organisational

stressors (alienation, work overload, and unfavorable work environment) on

job stress.

24

CHAPTER-III

INDUSTRIAL PROFILE & COMPANY PROFILE

CHAPTER-III

HISTORY OF INDUSTRY

Early news publications of world

Before the advent of the newspaper, there were two major kinds of periodical

news publications: the handwritten news sheet, and single item news publications.

These existed simultaneously.

The Roman Empire published Acta Diurna, or government announcement

bulletins, around 59 BC, as ordered by Julius Caesar. They were carved in metal or

stone and posted in public places.

In China, early government-produced news sheets, called tipao, circulated

among court officials during the late Han dynasty (second and third centuries AD).

Between 713 and 734, the Kaiyuan Za Bao ("Bulletin of the Court") of the Chinese

Tang Dynasty published government news; it was handwritten on silk and read by

government officials. In 1582 there was the first reference to privately published

newssheets in Beijing, during the late Ming Dynasty;

The increased cross-border interaction in early capitalist Europe created a

rising need for information which was met by concise handwritten newssheets. In

1556, the government of Venice first published the monthly Notizie scritte, which cost

one gazetta..

Single event news publications were printed in the broadsheet format, which

was often posted. These publications also appeared as pamphlets and small booklets

(for longer narratives, often written in a letter format), often containing woodcut

illustrations. Literacy rates were low in comparison to today, and these news

publications were often read aloud (literacy and oral culture were, in a sense, existing

side by side in this scenario).Sixteenth century Germany also saw subscription-based,

handwritten news. Those who subscribed to these publications were generally low-

level government officials and also merchants.

25

Newspapers

Title page of Carolus' Relation from 1609, the earliest newspaper

The term newspaper became common in the 17th century, however in

Germany, publications that we would today consider to be newspaper publications,

were appearing as early as the sixteenth century. They were discernibly newspapers

for the following reasons: they were printed, dated, appeared at regular and frequent

publication intervals, and included a variety of news items (unlike single item news

http://en.wikipedia.org/wiki/Relation_(journal)

http://en.wikipedia.org/wiki/Germany

http://en.wikipedia.org/wiki/Oral_tradition

http://en.wikipedia.org/w/index.php?title=Woodcut_illustration&action=edit&redlink=1

http://en.wikipedia.org/w/index.php?title=Woodcut_illustration&action=edit&redlink=1

http://en.wikipedia.org/wiki/Pamphlets

http://en.wikipedia.org/wiki/Broadsheet

http://en.wikipedia.org/wiki/Gazette

http://en.wikipedia.org/w/index.php?title=Notizie_scritte&action=edit&redlink=1

http://en.wikipedia.org/wiki/Republic_of_Venice

http://en.wikipedia.org/wiki/Ming_Dynasty

http://en.wikipedia.org/wiki/Beijing

http://en.wikipedia.org/wiki/Tang_Dynasty

http://en.wikipedia.org/wiki/Kaiyuan_Za_Bao

http://en.wikipedia.org/wiki/Han_dynasty

http://en.wikipedia.org/wiki/Tipao

http://en.wikipedia.org/wiki/China

http://en.wikipedia.org/wiki/Julius_Caesar

http://en.wikipedia.org/wiki/59_BC

http://en.wikipedia.org/wiki/Acta_Diurna

http://en.wikipedia.org/wiki/Roman_Empire

mentioned above). The first newspaper however was said to be the Strasbourg

Relation, in the early seventeenth century. German newspapers, like avisis, were

organized by the location from which they came, and by date. They differed from

avisis in the following manners: they employed a distinct and highly illustrated title

page, and they applied an overall date to each issue.

The German-language Relation aller Fürnemmen und gedenckwürdigen

Historien, printed from 1605 onwards by Johann Carolus in Strasbourg, is often

recognized as the first newspaper. At the time, Strasbourg was a free imperial city in

the Holy Roman Empire of the German Nation; the first newspaper of modern

Germany was the Avisa, published in 1609 in Wolfenbüttel.

Other early papers include:

The first English-language newspaper, Corrant out of Italy, Germany, etc.,

was published in Amsterdam in 1620. A year and a half later, Corante, or weekely

newes from Italy, Germany, Hungary, Poland, Bohemia, France and the Low

Countreys. was published in England by an "N.B." (generally thought to be either

Nathaniel Butter or Nicholas Bourne) and Thomas Archer. The first newspaper in

France was published in 1631, La Gazette (originally published as Gazette de

France). Merkuriusz Polski Ordynaryjny was published in Kraków, Poland in 1661.

The first successful English daily, The Daily Courant, was published from 1702 to

1735.

26

News was frequently highly selective: rulers would often use them as ways to

publish accounts of battles or events that made those rulers look good to the public.

Sensationalist material was also printed, such as accounts of magic or of natural

disasters; this material did not pose a threat to the state, because it did not pose

criticism of the state. Printers readily printed sensationalist material, because they

faced a ready market, which proved lucrative for them. Material was selective, as

stated above, however printers found that there was a market for news about rulers

that did not cast those rulers in a favorable light, and printed this material.

http://en.wikipedia.org/wiki/Natural_disaster

http://en.wikipedia.org/wiki/Natural_disaster

http://en.wikipedia.org/wiki/The_Daily_Courant

http://en.wikipedia.org/wiki/Poland

http://en.wikipedia.org/wiki/Krak%C3%B3w

http://en.wikipedia.org/wiki/Merkuriusz_Polski_Ordynaryjny

http://en.wikipedia.org/wiki/La_Gazette

http://en.wikipedia.org/wiki/France

http://en.wikipedia.org/w/index.php?title=Thomas_Archer_(publisher)&action=edit&redlink=1

http://en.wikipedia.org/w/index.php?title=Nicholas_Bourne_(publisher)&action=edit&redlink=1

http://en.wikipedia.org/wiki/Nathaniel_Butter

http://en.wikipedia.org/wiki/England

http://en.wikipedia.org/wiki/Wolfenb%C3%BCttel

http://en.wikipedia.org/wiki/Avisa_Relation_oder_Zeitung



http://en.wikipedia.org/wiki/Holy_Roman_Empire_of_the_German_Nation

http://en.wikipedia.org/wiki/Free_imperial_city

http://en.wikipedia.org/wiki/Strasbourg

http://en.wikipedia.org/wiki/Relation_aller_F%C3%BCrnemmen_und_gedenckw%C3%BCrdigen_Historien

http://en.wikipedia.org/wiki/Relation_aller_F%C3%BCrnemmen_und_gedenckw%C3%BCrdigen_Historien

http://en.wikipedia.org/wiki/Title_page

http://en.wikipedia.org/wiki/Title_page

British newspapers

Main article: History of British newspapers

The coranto form influenced British newspapers. On 7 November 1665, The

London Gazette (at first called The Oxford Gazette) began publication.[12] It is

considered to be the newspaper that decisively changed the look of English news

printing, echoing the coranto format of two columns, a clear title, and a clear date. It

was published twice a week.[13] Other English papers started to publish three times a

week, and later the first daily papers emerged. This was partly due to in the postal

system between Dover and London.

British magazines

The Gentleman's Magazine, first published in 1731, in London, is considered

to have been the first general-interest magazine. Edward Cave, who edited The

Gentleman's Magazine under the pen name "Sylvanus Urban", was the first to use the

term "magazine", on the analogy of a military storehouse of varied materiel,

originally derived from the Arabic makhazin "storehouses".

English Newspapers in Indian subcontinent

A British man William Bolts in 1766 offered the first ever paper to his fellow

countrymen in Calcutta and helped them establish a printing press. Since he was

against the East India Company Government.

27

Industrial Revolution

Newspapers of that time were in English and the news only related to British

activity in India. As the readers were also British, the local population was not the

target. But the Company feared that these Indian papers could get to England and may

defame the Company in England. English papers used to take 9 months to reach India.

http://en.wikipedia.org/wiki/English_language

http://en.wikipedia.org/wiki/East_India_Company

http://en.wikipedia.org/wiki/Printing_press

http://en.wikipedia.org/wiki/Calcutta

http://en.wikipedia.org/wiki/Edward_Cave

http://en.wikipedia.org/wiki/London

http://en.wikipedia.org/wiki/1731

http://en.wikipedia.org/wiki/The_Gentleman's_Magazine

http://en.wikipedia.org/wiki/Mail

http://en.wikipedia.org/wiki/Mail

http://en.wikipedia.org/wiki/History_of_newspapers_and_magazines#cite_note-12

http://en.wikipedia.org/wiki/History_of_newspapers_and_magazines#cite_note-11

http://en.wikipedia.org/wiki/London_Gazette

http://en.wikipedia.org/wiki/History_of_British_newspapers

By the early 19th century, many cities in Europe, as well as North and South

America, published newspaper-type publications though not all of them developed in

the same way; content was vastly shaped by regional and cultural preferences.

Advances in printing technology related to the Industrial Revolution enabled

newspapers to become an even more widely circulated means of communication. In

1814, The Times (London) acquired a printing press capable of making 1,100

impressions per minute.

Soon, it was adapted to print on both sides of a page at once. This innovation

made newspapers cheaper and thus available to a larger part of the population. In

1830, the first penny press newspaper came to the market: Lynde M. Walter's Boston

Transcript. Penny press papers cost about one sixth the price of other newspapers and

appealed to a wider audience.

2828

COMPANY PROFILE COMPANY PROFILE

Name : Kumudam Publications Pvt. Ltd.

Geographical location : Kumudam publications Pvt.Ltd,

Purasaiwakkam, Chennai.

http://en.wikipedia.org/wiki/Boston_Evening_Transcript

http://en.wikipedia.org/wiki/London

http://en.wikipedia.org/wiki/The_Times

http://en.wikipedia.org/wiki/Industrial_Revolution

Manufacturing product : Weekly magazines

Managing director : R.Sabareswar

Nature of the company : Medium scale industry

Number of workers : 150

Production : 3 metric ton/ week

Established in the Year : 1999

29

HISTORY OF COMPANY

KUMUDAM - A UNIQUE PROFESSIONALISM

Kumudam publication pvt.ltd. has over the years earned a

reputation that is rock-solid. While its reputation is reflected in the

edifices that it has built, the respect and trust that it continues to enjoy can

be gauged from the words of its coustomers.

To Kumudam, journalism is a combination of competence,

technology, skill and dedication, unified and strengthened by a code of

ethics. It is this special professionalism that has won for us many

prestigious awards in a variety of market and encourages us to aim for

greater challenges all the time.

CORPORATE OVERVIEW

Kumudam Magazine is an ISO-certified company with a turnover

of around Rs. 10Cr . It has a significant presence in India, with offices in

Chennai, Bangalore, Hyderabad, Delhi, Kolkata, Pune and Trivandrum.

Kumudam’s services encompass Politics, Cinema, Business,

interviews of Vip’s etc. It as the credit of its customers to satisfy them in

the part by giving them the interesting articles that they like to read by

this only even in this competition also kumudam is showing To

Kumudam good turnover prints everyweek. We have different

departments that which controls different kinds of activities in the office.

Departments follows Human Resources, Marketing & advertisement,

printing, designing, editing, Finance department.

30

BOARD OF DIRECTORS

R.Sabareswar - Chairman & Chief Executive Officer

S.Sivaramakrishnan – Managing Director

V.G.Janarthanam - Director Operations

DIRECTORS

Rajakumar KEC

Jayaram Rangan

K.Kannan

P.Venkatesh

P.K.Sridharan

Dr.P.K.Aravindan

31

ORGANISATION CHARTORGANISATION CHART

32

CHAPTER-IV

Managing Director

PurchaseDepartmen

t

SalesDepartmen

t

MarketingDepartmen

t

Accounts & FinanceDepartmen

t

General Manager

Purchase Manager

SalesManager

MarketingManager

Finance Manager

Chief Accountant

Supervisors

QualityDepartmen

t

Production Departmen

t

Quality Manager

Production Manager

Human Resource

Department

General Manager

Workers

Workers Workers Workers Workers Workers Workers Workers

DATA ANALISYS AND

INTERPRETATION CHAPTER-IV

DATA ANALYSIS AND INTERPRETATION

The term analysis refers to the computation of certain measures along

with searching for pattern of relationship that exist among the data groups. The

objective of the study is to determine the impact of organisational stress among

the employees in Kumudam Publications Pvt.Ltd., Chennai.

This portion consists of the individual profile of the respondents of the

organisation. For this percentage analysis was used. Independent variables like

gender, age, etc…. are chosen. The data collected on each of the above

variables using questionnaire is analyzed using percentage analysis. A five

point scale is used for each statement.

The survey was confined to Kumudam Publications Pvt.Ltd., Chennai.

33

TABLE NO: 1

Distribution of the respondents according to gender

Gender No. of Respondents PercentageMale 60 60Female 40 40Total 100 100

From the above table it can be seen that 60% of the respondents are

male and only 40% of the respondents are female. Therefore majority of the

respondents are male.

It is concluded that most of respondents (60) are male.

Figure no: 1

Distribution of the respondents according to gender

34TABLE NO: 2

Distribution of the respondents according to marital status

60%40%

Marital Status No. of samples PercentageSingle 25 25Married 75 75Total 100 100

From the above table it can be seen that 75% of the respondents are

married and only 25% of the respondents are single. Therefore majority of the

respondents are married.

Figure no: 2

Distribution of the respondents according to marital status

35TABLE NO: 3

Distribution of respondents according to their educational qualification

25%

75%

Qualification No. of samples PercentagePrimary 11 11HSC 24 24Graduate 49 49Post Graduate 16 16Total 100 100

From the above table it can be seen that according to their educational

qualification 16% of the respondents are post graduate, 24% of the respondents

are HSC, 49% of the respondents are graduate and 11% of the respondents are

primary. Therefore according to their qualification most of the respondents are

graduate.

Figure no: 3

Distribution of respondents according to their educational qualification

36TABLE NO: 4

Distribution of respondents according to experience

24%

11%

49%

16%

Tenure No. of samples PercentageBelow 5 years 31 315-10 years 38 3810-20 years 22 2220 & above 9 9Total 100 100

From the above table it can be seen that according to experience 38% of

the respondents are between 5-10 years, 22% of the respondents are between

10-20 years, 31% of the respondents are below 5 years and 9% of the

respondents are above 20 years. Therefore according to experience most of the

respondents are between 5-10 years.

Figure no: 4

Distribution of respondents according to experience

37TABLE NO: 5

Distribution of respondents according to their work before office time

31%

38%

22%

9%

Reason No. of samples PercentageYes 45 45No 55 55Total 100 100

From the above table it is seen that 45% of the respondents are working

before office time and only 55% of the respondents are not working before

office time. There fore we can understand that majority of them are doing their

job after office time.

Figure no: 5

Distribution of respondents according to their work before office time

38TABLE NO: 6

Distribution of respondents according to their work after office time

45%55%

Reason No. of samples PercentageYes 67 67

No 33 33Total 100 100


after office time and only 33% of the respondents are not working after office

time. Therefore we can understand that majority of them are doing their job

after office time.

Figure no: 6

Distribution of respondents according to their work after office time

39TABLE NO: 7

Distribution of respondents according to their office work at home

33%

67%

No. of samples PercentageYes 49 49No 51 51Total 100 100


are doing their work at home and 51% of the respondents are working are not

doing their work at home. Therefore we can understand that majority of them

are not doing their job at home.

Figure no: 7

Distribution of respondents according to their office work at home

40TABLE NO: 8

Distribution of respondents according to their work during lunch break

49%

51%

No. of samples PercentageYes 36 36No 64 64Total 100 100


during lunch break and 64% of the respondents are not working during lunch

break. Therefore we can understand that majority of them are not doing their

job during lunch break.

Figure no: 8

Distribution of respondents according to their work during lunch break

41TABLE NO: 9

Distribution of respondents according to their wake up

36%

64%

No. of samples PercentageBetween 4a.m & 5a.m 19 19Between 5a.m &6a.m 47 47Between 6a.m &7a.m 34 34Total 100 100

From the above table it is seen that 47% of the respondents wake up

between 5a.m & 6a.m, 34% of the respondents wake up between 6a.m &7a.m

and only 19% of the respondents wake up between 4a.m &5a.m. Therefore we

can understand that majority of the respondents wake up between 5a.m and

6a.m.

Figure no: 9

Distribution of respondents according to their wake up

42TABLE NO: 10

Distribution of respondents according to their resting time

19%

47%

34%

No. of samples PercentageBetween 9p.m &10p.m 18 18Between 10p.m &11p.m 50 50After 11p.m 32 32Total 100 100

From the above table it is seen that 50% of the respondents go to bed

between 10p.m & 11p.m, 32% of the respondents go to bed after 11p.m and

only 18% of the respondents go to bed between 9p.m &10p.m. Therefore we

can understand that majority of the respondents go to bed between 10p.m and

11p.m.

Figure no: 10

Distribution of respondents according to their resting time

43TABLE NO: 11

Distribution of respondents according to solve the problems related to work without anybodies help

32%18%

50%

No. of samples PercentageNot at all true 20 20Rarely true 20 20Sometimes true 17 17Most of the time true 19 19Always true 24 24Total 100 100

From the above table it is seen that 20% of the respondents not at all

true, 20% of the respondents rarely true, 17% of the respondents sometimes

true, 19% of the respondents most of the time true and 24% of the respondents

always true. Therefore we can understand that majority of the respondents

always true.

Figure no: 11

Distribution of respondents according to solve the problems related to work without anybodies help

44TABLE NO: 12

Distribution of respondents according to lie awake at night thinking of the next days work

20% 20%17%

19%

24%






rarely true.

Figure no: 12

Distribution of respondents according to lie awake at night thinking of the next days work

45TABLE NO: 13

Distribution of respondents according to always insist on perfection in the quality of work done

25%

32%29%

4%10%


From the above table it is seen that 3% of the respondents not at all true,

23% of the respondents rarely true, 21% of the respondents sometimes true,

17% of the respondents most of the time true and 36% of the respondents


always true.

Figure no: 13

Distribution of respondents according to always insist on perfection in the quality of work done

46

TABLE NO: 14

Distribution of respondents according to feel that organization problems are your own

3%

23%21%

17%

36%






always true.

Figure no: 14

Distribution of respondents according to feel that organization problems are your own

47

TABLE NO: 15

Distribution of respondents according to training and expertise are utilized in your present role

19%22%

18%14%

27%






rarely true.

Figure no: 15

Distribution of respondents according to training and expertise are utilized in your present role

48

TABLE NO: 16

Distribution of respondents according to enjoy their role very much

13%

35%

21%

15%16%


From the above table it is seen that 7% of the respondents not at all true,

17% of the respondents rarely true, 15% of the respondents sometimes true,

24% of the respondents most of the time true and 37% of the respondents


always true.

Figure no: 16

Distribution of respondents according to enjoy their role very much

49

TABLE NO: 17

7%

17%15%

24%

37%

Distribution of respondents according to the power to take decisions in their role






sometimes true.

Figure no: 17

Distribution of respondents according to the power to take decisions in their role

50TABLE NO: 18

15%13% 15%

31%26%

Distribution of respondents according to communicate frankly with their immediate supervisor






rarely true.

Figure no: 18

Distribution of respondents according to communicate frankly with their immediate supervisor

51TABLE NO: 19

23% 24%

22%

17% 14%

Distribution of respondents according to meet the expectations of their boss






always true.

Figure no: 19

Distribution of respondents according to meet the expectations of their boss

52

TABLE NO: 20

12%

16%

30%

9%

33%

Distribution of respondents according to employees who don’t spend much time with their family






rarely true.

Figure no: 20

Distribution of respondents according to employees who don’t spend much time with their family

53

TABLE NO: 21

13%

22%

33%

22%

10%

Distribution of respondents according to employees who have heavy work load






sometimes true.

Figure no: 21

Distribution of respondents according to employees who have heavy work load

54

TABLE NO: 22

16%

23%

35%

13% 13%

Distribution of respondents according to employees who are not clear about the expectations of their role





always true. Therefore we can understand that majority of the respondents not

at all true.

Figure no: 22

Distribution of respondents according to employees who are not clear about the expectations of their role

55

CORRELATION

29%

26% 24%

9%12%

Relationship between organization problems are your own and enjoy their role very much

∑ xy r =

√∑x 2 * √∑y 2

X-20 Y-20X x x 2 Y Y y 2 xy19 -1 1 7 -13 169 1322 2 4 17 -3 9 -618 -2 4 15 -5 25 1014 -6 36 24 4 16 -2027 7 49 37 17 289 119100 0 94 100 0 508 116

∑x 2 =94 ∑y 2 =508 ∑xy=116

∑ xy r =

√∑x 2 * √∑y 2

116 =

9.69 * 22.53

116 =

218.52

= 0.5308

Interpretation:

There is a positive correlation between the employees consideration

towards this organizations problems as their own of the enjoyment of their own

role.

56CHI-SQUARE

Relationship between perfection in the quality of work done and employees who have heavy work load

Not at all true

Rarely true

Sometimes true

Most of the time true

Always true

Total

Not at all true

5 4 3 2 2 16

Rarely true

9 8 2 1 3 23

Sometimes true

10 9 7 5 4 35

Most of the time true

7 2 1 2 1 13

Always true

6 4 2 1 0 13

Total 37 27 15 11 10 100

H1= There is a true relationship between the perfection in the quality of

work done & heavy work done .

H0= There is no true relationship between the perfection in the quality of

work done & heavy work done.

X2 =∑ (O-E)2 / E

←57

O E O-E (O-E) 2 (O-E) 2 /E

5 5.92 -0.92 0.84 0.149 4.32 4.68 21.90 5.0610 2.4 7.6 57.76 24.067 1.76 5.24 27.45 15.596 1.6 4.4 19.36 12.14 8.51 -4.51 20.34 2.398 6.21 1.79 3.20 0519 3.45 5.55 30.80 8.922 2.53 -0.53 0.28 0.114 2.3 1.7 2.89 1.253 12.95 -9.95 99.00 7.642 9.45 -7.45 55.50 5.877 5.25 1.75 3.06 0.581 3.85 -2.85 8.122 2.102 3.5 -1.5 2.25 0.642 4.81 -2.81 7.89 1.641 3.51 -2.51 6.300 1.795 1.95 3.05 9.30 4.762 1.43 0.57 0.32 0.221 1.3 -0.3 0.09 0.062 4.81 -2.81 7.89 1.643 3.51 -0.51 0.26 0.074 1.95 2.05 4.20 2.151 1.43 -0.43 0.18 0.120 1.3 -1.3 1.69 1.3

100.72

100.72 -------> calculated26.3 -------> Table Value

V = (r-1)*(c-1) = (5-1)*(5-1) = (4)*(4) = 16

At 5% of significance at value 16. The table values 26.3

Interpretation:

As the calculated value is higher than the table value the project (Ho) is

rejected.

58

CHAPTER-V

FINDINGS

AND SUGGESSTIONS

CHAPTER- V

FINDINGS AND SUGGESTIONS

Findings

The study was conducted to find out the strategies adopted

to manage stress of the employees of Aishweriya Rubber Products,

Coimbatore.

According to gender 60% of the respondents are male and only 40% of

the respondents are female. Therefore majority of the respondents are

male.

According to marital status 75% of the respondents are married and only

25% of the respondents are single. Therefore majority of the respondents

are married.

According to their educational qualification 16% of the respondents are

post graduate, 24% of the respondents are HSC, 49% of the respondents

are graduate and 11% of the respondents are primary. Therefore

according to their qualification most of the respondents are graduate.

According to experience 38% of the respondents are between 5-10

years, 22% of the respondents are between 10-20 years, 31% of the

respondents are below 5 years and 9% of the respondents are above 20

years. Therefore according to experience most of the respondents are

between 5-10 years.

According to their work before office time 45% of the respondents are

working before office time and 55% of the respondents are not working

before office time. Therefore we can understand that majority of them

are doing their job after office time.

59.

According to their office work at home 49% of the respondents are

doing their work at home and 51% of the respondents are not doing their

work at home. Therefore we can understand that majority of them are

not doing their job at home.

According to their work during lunch break 36% of the respondents are

working during lunch break and 64% of the respondents are not working

during lunch break. Therefore we can understand that majority of them

are not doing their job during lunch break.

According to their wake up 47% of the respondents wake up between

5a.m & 6a.m, 34% of the respondents wake up between 6a.m &7a.m

and only 19% of the respondents wake up between 4a.m &5a.m.

Therefore we can understand that majority of the respondents wake up

between 5a.m and 6a.m.

According to their resting time 50% of the respondents go to bed

between 10p.m & 11p.m, 32% of the respondents go to bed after 11p.m

and only 18% of the respondents go to bed between 9p.m &10p.m.

Therefore we can understand that majority of the respondents go to bed

between 10p.m and 11p.m.

According to solve the problems related to work without anybodies help

20% of the respondents not at all true, 20% of the respondents rarely

true, 17% of the respondents sometimes true, 19% of the respondents

most of the time true and 24% of the respondents always true. Therefore

we can understand that majority of the respondents always true.

According to lie awake at night thinking of the next days work 25% of

the respondents not at all true, 32% of the respondents rarely true, 29%

of the respondents sometimes true, 4% of the respondents most of the

time true and 10% of the respondents always true. Therefore we can

understand that majority of the respondents rarely true.

60

According to always insist on perfection in the quality of work done 3%

of the respondents not at all true, 23% of the respondents rarely true,

21% of the respondents sometimes true, 17% of the respondents most of

the time true and 36% of the respondents always true. Therefore we can

understand that majority of the respondents always true.

According to feel that organization problems are your own 19% of the

respondents not at all true, 22% of the respondents rarely true, 18% of

the respondents sometimes true, 14% of the respondents most of the


understand that majority of the respondents always true.

According to training and expertise are utilized in your present role 13%



the time true and 16% of the respondents always true. Therefore we can

understand that majority of the respondents rarely true.

According to enjoy their role very much 7% of the respondents not at all

true, 17% of the respondents rarely true, 15% of the respondents

sometimes true, 24% of the respondents most of the time true and 37%

of the respondents always true. Therefore we can understand that

majority of the respondents always true.

According to the power to take decisions in their role 13% of the




understand that majority of the respondents sometimes true.

According to communicate frankly with their immediate supervisor 23%



the time true and 14% of the respondents always true

61

According to meet the expectations of their boss 12% of the respondents

not at all true, 16% of the respondents rarely true, 30% of the

respondents sometimes true, 9% of the respondents most of the time true

and 33% of the respondents always true. Therefore we can understand

that majority of the respondents always true.

According to employees who don’t spend much time with their family

22% of the respondents not at all true, 33% of the respondents rarely

true, 22% of the respondents sometimes true, 10% of the respondents

most of the time true and 13% of the respondents always true. Therefore

we can understand that majority of the respondents rarely true.

According to employees who have heavy work load 16% of the




understand that majority of the respondents sometimes true.

According to employees who are not clear about the expectations of

their role 29% of the respondents not at all true, 26% of the respondents

rarely true, 24% of the respondents sometimes true, 9% of the

respondents most of the time true and 12% of the respondents always

true. Therefore we can understand that majority of the respondents not at

all true.

62

Suggestions

The following suggestions are made to improve the organizational

performance and for a sound organizational position.

The firm can increase the organizational strength by increasing the

number of workers.

The firm can use Collateral Stress Programs like Stress management

programs, Health promotion programs and Screening programs to detect

signs of stress.

Since team work is very important in the work place.

More entertainment program can be conducted for the employees to

reduce the work stress.

In order to reduce the heavy work load of the employees more

employees can be appointed.

More remuneration should be given to the employees doing more work.

CHAPTER-VI CONCLUSION

CHAPTER- VI

CONCLUSION

The present study concerned about organizational stress among

employees of Kumudam Publications Pvt, Ltd., on the basis of the results of

the study is able to find out the strategies adopted by the employees to manage

stress. .

Organizational stress measures show that the organizational position of

Kumudam Publications Pvt.Ltd.. In order to maintain a stress less satisfactory

organizational position and also to prevent chances of stress. Kumudam

Publications Pvt.Ltd. can use both institutional and collateral programs to

reduce stress.

BIBLIOGRAPHY

BIBILOGRAPHY

L.M, Prasad, Organizational Behaviour. 6th Edition. Sultan Chand and

Co. Ltd., New Delhi.

Moorhead / Giriffin, Organizational Behaviour. 5th Edition, A.I.T.B.S

Publishers and Distributors, New Delhi.

D.D. Sharma, Marketing Research, Sultan Chand and Co. Ltd., New

Delhi.

Baron A.R., Gerald , 1983, “Behaviour in Organization” Allyn

and Bacon publications

Brown 1991, “physical fitness, resistance to stress and personal help”

allyn and bacon publications

Charles Worth, E.A. and Nathan R.G, 1985, “stress management, a

comprehensive guide to your wellbeing”.

Coleman, Vernon, 1981 “Stress control”, Tata Mc Graw Hill

Publications

Cooper, L Cary 1982, “stress research” tata mc graw hill publications

Davis K, 1972 “ human behavior at work” ., organizational behavior,

tata mc graw hill publications

Bunham 1980, “hand book of industrial and organization psychology”

Mearlly college publishing co.

Hari gopal K, 1995, “organizational stress” sulthan chand sons

publications.

Holmes and Masuda, 1974, stress full life events, behavioral in

organization. Allyn and bacon publications.

65

ANNEXURE

QUESTIONNAIRE

A STUDY ON STRESS MANAGEMENT AMONG EMPLOYEES IN

KUMADAM PUBLICATION PVT LTD AT CHENNAI.

1. Name of the employee:

2. Age :

3. Gender : Male [ ] Female [ ]

4. Marital status : Single [ ] Married [ ]

5. Educational qualification

Primary [ ] HSC [ ] Graduate [ ] Post Graduate [ ]

6. Experience of the employee in the organization.

Below 5 years [ ] 5-10 years [ ]

10-20 years [ ] 20 & above [ ]

7. Whether you will do your work before office time?

Yes [ ] No [ ]

8. Whether you will do your work after office time?

Yes [ ] No [ ]

9. Whether you will do your office work at home?

Yes [ ] No [ ]

10. Whether you will do your work during lunch time?

Yes [ ] No [ ]

11. When will you woke up?

Between 4am & 5am [ ] Between 5am & 6am [ ]

Between 6am & 7am [ ]

12. When will you take rest?

Between 9pm & 10pm [ ] Between 10pm & 11pm [ ]

After 11pm [ ]

66

13. When you have a problem related to work, you like to solve it yourself,

without anybodies help?

[ ] Not at all true [ ] Rarely true [ ] Some times true

[ ] Most of the time true [ ] Always true

14. You lie awake at night thinking of the next days work.



15. You always insist on perfection in the quality of work done.



16. You feel that the organizations problems are your own.



17. Your training and expertise are utilized in your present role



18. You enjoy your role very much



19. You have power to take decisions in your role



20. You communicate frankly with your immediate supervisor



21. You want to meet the expectations of your boss



67

22. You don’t spend much time with your family



23. You have too heavy work load



24. You are not clear about the expectations of your role



25. Any suggestions to avoid stress among employees.

a study on quality worklife of employees in kumadam publications pvt

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