stress management

A STUDY ON STRESS MANAGEMENT AMONG SUPPLY CHAIN MANAGEMENT

AND MANUFACTURING STAFF IN LMW-COIMBATORE

Project Report

Submitted in partial fulfillment of the requirements for the award of the degree of

Master of Business Administration of Bharathiar University

Submitted

by

PRIYANKA.S

(Reg. No:1035F0873)

Under the guidance of

Mrs. MAHARAYAZH MOZHI.S Assistant Professor, Department of Management Sciences

DEPARTMENT OF MANAGEMENT SCIENCES

D.J.ACADEMY FOR MANAGERIAL EXCELLENCE

(Affiliated to Bharathiar University)

Coimbatore – 641 032.

OCTOBER 2011




COIMBATORE – 641 032.

PROJECT REPORT

Entitled

“A STUDY ON STRESS MANAGEMENT AMONG SUPPLY CHAIN MANAGEMENT

AND MANUFACTURING STAFF IN LAKSHMI MACHINE WORKS LTD,

COIMBATORE ”

Submitted in partial fulfillment of the requirements for the award of the Degree of

Master of Business Administration of Bharathiar University.

Submitted

by

S.PRIYANKA

(Reg No: 1035F0873 )

____________________ ____________________ ______________________

Mrs. MAHARAYAZH MOZHI.S Dr. D.M.NAVARASU Dr. V. LATHA

Faculty Guide Head of the Department Principal

The Viva – Voce examination held on _____________

________________________ ________________________

Internal Examiner External Examiner




COIMBATORE – 641 032.

CERTIFICATE

This is to certify that the project entitled “A STUDY ON STRESS MANAGEMENT AMONG

SUPPLY CHAIN MANAGEMENT AND MANUFACTURING STAFF IN LAKSHMI MACHINE

WORKS LTD, COIMBATORE” is a bonafide record of work done by S.PRIYANKA (Reg.

No:1035F0873) under the guidance of MRS. MAHARAYAZ MOZHI.S Assistant Professor ,

Department of Management Sciences and submitted in partial fulfillment of the requirements for

the award of the degree of Master of Business Administration of Bharathiar University

_____________________ ____________________ ______________________

Mrs. MAHARAYAZH MOZHI.S Dr. D.M.NAVARASU Dr. V. LATHA

Faculty Guide Head of the Department Principal

DECLARATION

I, S.PRIYANKA, hereby declare that the project report entitled “ A STUDY ON ‘STRESS

MANAGEMENT AMONG SUPPLY CHAIN MANAGEMENT AND MANUFACTURING

STAFF ” , under the guidance of , MRS. MAHARAYAZH MOZHI.S, Assistant

Professor ,Department of Management Sciences, submitted to the Bharathiar University in

partial fulfillment of the requirements for the award of the degree of Master of Business

Administration is a record of original work done by me during my period of study in D J

Academy for Managerial Excellence ,Coimbatore-32

Place: Coimbatore

Date: (S.PRIYANKA)

AKNOWLEDGEMENT

At the outset, first of all I would like to thank the Almighty, for having showered his

grace and blessings to complete this project on time.

I wish to place on record my sincere thanks to Dr.V.LATHA, Principal for giving me an

opportunity to undertake this project.

I take privilege in thanking Dr.D.M NAVARASU, Head of the Department of

Management Sciences for rendering me all essential and valuable suggestions whenever

required.

I express my sincere thanks to MRS. MAHARAYAZH MOZHI.S Faculty, Department of

Management Sciences for guiding me throughout the project work by providing all the necessary

information, required guidance and helpful suggestions with her full dedication and

encouragement.

I extend my gratitude to all the Faculty members of the Department of Management

Sciences, DJ Academy for managerial excellence for their help and support.

I express my profound thanks to all the staff of M/s.Lakshmi Machine Works Ltd for their

valuable guidance and whole hearted co-operation when I was engaged in this work.

I place a heartfelt thanks to my family members and friends for their firm support, ready

help and encouragement.

Finally I thank one and all who were part of this project.

CONTENTS

Chapter No. Title Page No.LIST OF TABLESLIST OF CHARTS

I INTRODUCTION1.1 Introduction to the study 1

1.2 Organizational profile 6

1.3 Objectives of the study 17

1.4 Scope of the study 18

1.5 Need of the study 19

1.6 Limitation of the study 20

II REVIEW OF LITRATURE 21III RESEARCH METHODOLOGY3.1 Descriptive research design 233.2 Sample size 23

IV DATA ANALYSIS AND INTERPRETATION

25

V FINDINGS AND SUGGESTIONS5.1 Findings 735.2 Suggestions 78VI CONCLUSION 80

VII BIBLIOGRAPHY 81APPENDIX

LIST OF TABLES

TableNo. Title Page

No.

4.1 Age group of the respondents 24

4.2 Marital status of the respondents 25

4.3 Experience of the respondents 26

4.4 Designation of the respondents 27

4.5 Physical environment of the respondents 28

4.6 Time pressure of the respondents 29

4.7 Lack of co operation among co-workers 30

4.8 Friendly relationship with colleagues of the respondents 31

4.9 Co operative subordinate of the respondents 32

4.10 Boss openness to idea and suggestion 33

4.11 Effect of good impression on promotion of the respondents 34

4.12 Emotional drain at work of the respondents 35

4.13 Feelings of getting fired from job of the respondents 36

4.14 Exploitation of women by male counter parts of the respondents 37

4.15 Employee welfare by management of the respondents 38

4.16 Concern of family welfare by management 39

4.17 Relevance of job with interest of employees 40

4.18 Effective communication system 41

4.19 Existence of faire pay scale in the organization 42

4.20 Promotional opportunities of the respondents 43

4.21 Need for training and development for the respondents 44

4.22 Effective performance appraisal system 45

4.23 Overburden of work of the respondents 46

4.24 Contradictory expectation from superior of the respondents 47

4.25 Inadequate resources to execute job 48

4.26 Health problems in causing stress of the respondents 49

4.27 Sports and physical activities of the respondent 50

4.28 Poor sleep patter of the respondents 51

4.29 Spending leisure time with pets by the respondents 52

4.30 Involvement in hobbies by the respondent 53

4.31 Saturday and Monday as stressful days 54

4.32 Sharing with family and friends of the respondents 55

4.33 Listening to the music by the respondents 56

4.34 Exercise and games in easing stress of the respondents 57

4.35Hobbies in easing stress of the respondents

58

4.37 Sleep for reducing stress of the respondents 60

4.38 Yoga and meditation in stress reduction of the respondents 61

4.39 Effect of alcohol and smoking on respondent 62

4.40 Movies and TV in reducing stress of the respondents 63

4.41 Participation in stress management program by the respondent 64

4.42 Interest in attending stress program by the respondent 65

4.43 Work environment and age 66

4.44 Organization and age 67

4.45 Health habits and age 68

4.46 Work environment and marital status 69

4.47 Organization and marital status 70

4.48 Health habits and marital status 71

LIST OF CHARTS

4.17 Relevance of job with interest of employees 40

ChartNo. Title Page

No.

4.1 Age group of the respondents 24

4.2 Marital status of the respondents 25

4.3 Experience of the respondents 26

4.4 Designation of the respondents 27

4.5 Physical environment of the respondents 28

4.6 Time pressure of the respondents 29

4.7 Lack of co operation among co-workers 30

4.8 Friendly relationship with colleagues of the respondents 31

4.9 Co operative subordinate of the respondents 32

410 Boss openness to idea and suggestion 33

4.11 Effect of good impression on promotion of the respondents 34

4.12 Emotional drain at work of the respondents 35

4.13 Feelings of getting fired from job of the respondents 36

4.14 Exploitation of women by male counter parts of the respondents 37

4.15 Employee welfare by management of the respondents 38

4.16 Concern of family welfare by management 39

4.18 Effective communication system 41

4.19 Existence of faire pay scale in the organization 42

4.20 Promotional opportunities of the respondents 43

4.21 Need for training and development for the respondents 44

4.22 Effective performance appraisal system 45

4.23 Overburden of work of the respondents 46

4.24 Contradictory expectation from superior of the respondents 47

4.25 Inadequate resources to execute job 48

4.26 Health problems in causing stress of the respondents 49

4.27 Sports and physical activities of the respondent 50

4.28 Poor sleep patter of the respondents 51

4.29 Spending leisure time with pets by the respondents 52

4.30 Involvement in hobbies by the respondent 53

4.31 Saturday and Monday as stressful days 54

4.32 Sharing with family and friends of the respondents 55

4.33 Listening to the music by the respondents 56

4.34 Exercise and games in easing stress of the respondents 57

4.35 Hobbies in easing stress of the respondents 61

4.38 Yoga and meditation in stress reduction of the respondents 63

4.39 Effect of alcohol and smoking on respondent 64

4.40 Movies and TV in reducing stress of the respondents 65

4.41 Participation in stress management program by the respondent 66

4.42 Interest in attending stress program by the respondent 67

CHAPTER I

1.1 INTRODUCTION TO THE STUDY

STRESS - What is it?

Stress is a dynamic condition in which an individual is confronted with an opportunity,

constraint or demand related to what he or she desires. Stress can originate from any situation or

thought that makes you feel frustrated, angry, nervous or anxious. A stressor is a condition or

event in the environment that challenges or threatens a person. Pressure is another element in

stress, especially job stress. Pressure occurs when a person must meet urgent external demands

or expectations. We feel pressured when activities must be speeded up, when deadlines to be

met, when additional work is added unexpectedly, or when we must work near maximum

capacity for long periods. The emotions we feel are greatly affected by the ways in which we

appraise situations. That is why some people are distressed by events or happenings, which

others view as a thrill or a challenge.

Understanding stress, and learning to control it, can improve not only one’s health but also the

quality of his life as well. 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 or

humiliation is detrimental.

TYPES OF STRESS

Stress is of two kinds namely Eustress & Distress.

Unpleasant events such as work pressures, marital problems, or financial problems naturally

cause stress. But so do travel, sports, a new job, mountain climbing and other positive activities.

Activities that provoke “good stress” are usually experienced as challenging and rewarding.

Such a “good stress” is known as EUSTRESS. Such a stress can be energizing. Eustress

provides a person with the energy and motivation to meet his daily challenges both at home and

at work place. Stress in these situations is the kind that helps him to rise to a challenge and meet

his goals such as deadlines, sales or production targets, or finding new clients, which are

considered as Eustress.

However, as with most things, too much stress can have negative impacts. When the feeling of

satisfaction turns into exhaustion, frustration or dissatisfaction, or when the challenges at work

become too demanding, they begin to see negative signs of stress which is termed as DISTRESS

A person can experience excessive pressure and demands outside work just as much as they can

at work. Stress tends to build up over time because of a combination of factors that may not all

be work related. Conflicting demands of work and home can cause excessive stress.

Problems outside work can affect a person's ability to perform effectively at work. Stressors at

home can affect those at work and vice versa. For example, working long hours, or away from

home, taking work home and having higher responsibility can all have a negative effect on a

person’s home life – something which is supposed to be a 'buffer' against the stressful events of

work. In the same way, domestic problems such as childcare, financial or relationship problems

can negatively affect a person’s work. The person loses out – as do their family and their

employer.

SOURCES OF STRESS

Stress is experienced from three general sources, the environment, the body and the thoughts.

Although a person has some control over his environment and his body, he has much more

control over his thoughts or the way he appraise/think about a “Stressor”

The environment constantly requires a person to meet demands and challenges and can therefore

be a potential source of stress. For example, experiencing natural disasters, traffic & time

pressures and interpersonal demands.

Human body is another potential source of stress .Ill health, lack of sleep and physical exercise

can contribute to the stress response.

The third source of stress, is an individuals thinking aspect. Stress producing thoughts often end

in a bad situation. For example if one interprets his bosses silence as proof that his boss is

displeased with his work, he is more likely to experience stress than he would if he interpreted it

as something unrelated to him or to his work. If a person constantly views situations as difficult

or dangerous and if he believes that he doesn’t have the physical and emotional resources with

which to handle the situation, he is much more likely to experience stress. A significant part of

stress management therefore focuses on how to change his appraisals so situations are viewed as

challenges versus dangerous threats.

SYMPTOMS OF STRESS

Stress affects us all. If one can spot the symptoms, the stress can be managed.

The symptoms can be either emotional or physical.

Emotional symptoms of stress include:

o. Feeling irritable, restless, frustrated

o. Becoming easily confused

o. Negative self-talk and assessment

o. Finding it difficult to concentrate

o. Feeling that you cannot cope with the given situation

o. Generally feeling upset. Etc.,

Physical symptoms of stress include:

o. Muscle tension

o. Body pain and head ache

o. ‘Pounding ‘or ‘racing ‘heart

o. Sweaty palms

o. Unable to sleep or excessive sleep

o. Shortness of breath

o. Indigestion or diarrhea. Etc.,

Emotional Intelligence and Stress management

Emotional intelligence is a social intelligence that enables people to recognize their own, and

other peoples’ emotions. Emotional intelligence may be defined as the ability to use your

awareness and sensitivity to discern the feelings underlying interpersonal communication, and to

resist the temptation to respond impulsively and thoughtlessly, but instead to act receptivity,

authenticity and candour ( Ryback, 1998). It is about perceiving, learning, relating, innovating,

prioritizing and acting in ways that take into account and legitimize emotions, rather than relying

on logic or intellect or technical analysis alone (Ryback 1998) Personal or emotional has been

found to vary by age or developmental level and gender (Gardner 1999)

Emotional intelligence has basic components such as:

SELF AWARENESS

o. Accurate self assessment : Knowing one’s strengths and limits

o. Self confidence : A strong sense of one’s self-worth and capabilities

SELF MANAGEMENT

Self management is your ability to control your emotions.

o. Self control : Keeping disruptive emotions and impulses in check

o. Trustworthiness : Maintaining standards of honesty and integrity

o. Adaptability : Flexibility in handling change

o. Innovation : Being comfortable with novel ideas, approaches and new information.

SELF MOTIVATION

o. Achievement drive : Striving to improve or meet a standard of excellence.

o. Commitment : Aligning with the goals of the group or organization.

o. Optimism : Persistence in pursuing goals despite obstacles and setbacks.

EMPATHY

o. Understanding Others : Sensing others feelings and perspectives, taking an active interest

interest in their concerns. Interest in their concerns.

o. Service orientation : Anticipating, recognizing, and meeting customer needs.

o Developing others : Sensing others development needs and bolstering their ability.

Ability ability

SOCIAL SKILLS IN MANAGING CHANGES

o. Influence : Wielding effective tactics for persuasion

o. Communication : Listening openly and sending convincing messages

o. Conflict management : Negotiating and resolving disagreement

o. Leadership : Inspiring and guiding individuals and groups

o. Change catalyst : Initiating or managing change

o. Team capabilities : creating group synergy and in pursuing collective goals

o. Collaboration and cooperation: Working with others toward shared goals

Stress management is the use of behavioural strategies to reduce stress and improve coping

skills.

1.2 ORGANISATION PROFILE

HISTORY OF LMW

LAKSHMI MACHINE WORKS LIMITED was founded in the year 1962, by Dr. G.K.

Devarajulu, a legend in his lifetime. Lakshmi Machine Works Limited is a leading Textile

Machinery Manufacturer in India and one among the three in the world to produce the entire

range of Spinning Machinery. In 1962 LMW was founded to provide the Indian Textile Mills

with the latest Spinning Technology. Today it caters to around 60% of the domestic market and

has emerged as the leader in the Export of Textile Machinery in the country. All divisions of

LMW are ISO 9000 certified. Lakshmi Machine Works Ltd., has been consistently at the

forefront of technological advancements in textile machinery. Over a period of time, the

company has gained a worldwide reputation for its state-of-the-art technology and high quality

standards. LMW has a major role as a totally integrated spinning system manufacturer. One can

be assured of the unique LMW brand excellence on every product.

It has separate units for producing Blow rooms, preparatory machines, Spindles and

rings, top rollers, ring frames, and jockey pulley bearings. LMW diversified into CNC Machine

Tools and is a brand leader in manufacturing customized products. LMW Foundry makes

Precision Casting for industries the world over. LMW’s Global presence has grown over the

years, with a market presence not only in developing countries, but also in Europe. LMW has

won the top Export Award in textile machinery exports for the past seven years.

LMW manufactures the complete range of textile spinning machinery. During 1988,

LMW added to their formidable manufacturing resources, a new plant to produce CNC Machine

Tools in technical collaboration with M/s. Mori Seiki Co. Ltd., of Japan. A plant that is one of

its kind in India. A state-of-art foundry was added to the facility during 1993.

LMW Foundry Division manufactures Ductile Iron and Grey Iron Casting to demanding

specifications in their state-of-the-art Nobake Foundry. Internationally renowned companies

including General Electric, Siemens, MTU, Wartsila and Armstrong have chosen the company as

their business partners for procurement of critical castings. LMW foundry has facilities for

supplying machined and value added casting for various applications.

The Foundry Division is an ISO 9000 and DB (Deutsche Bahn-Germany Railway)

certified division. Quality Management System is implemented at every stage of casting process

– incoming stage, process control, post processing and final inspection. Qualified and dedicated

team of inspection engineers leads the department for manufacture of flawless quality castings.

Our foundry is well-equipped with the state-of-the-art facilities like Vacuum Emission

Spectrometer, Image Analyzer, Metallurgical Microscope, Mechanical Testing Instruments and

NDT facilities.

R & D is a highly structured activity at LMW and stringent quality control measures have

lead to technologically superior products. There is a total concentration on up gradation of

technology and standardization of components.

MILESTONES OF LMW

1962 – An agreement of collaboration between LMW and Rieter Machine works Ltd,

signed at Winterhur, Switzerland on 27th April 1962.

1968 – A modern, mechanized foundry designed and executed jointly by FRIED KRUPP

and Rieter Machine Works.

1983 – LMW’s second modern manufacture complex commenced operations at Kaniyur

near Coimbatore.

Collaboration with Mori Seiki Co, Japan for CNC machine tools. LMW’s Machine Tool

Division, the first major diversification is a showcase for a state-of-the-art manufacturing

facilities in India.

1993 – A modern, computerized foundry with a capacity of 12,000 tonnes/annum. Meets

domestic and international needs for machine tools automobiles and other Engineering

industries.

1994 – RLM at Coimbatore – A joint venture promoted by LMW and Rieter, Switzerland

is a 100% export oriented unit manufactures ring frame assemblies for the Rieter

requirements.

1996 – Four new products launched at ITME ’96 Mumbai. The products are Card

LC300, Vario clean LB9, Comber LK250, Speed frame LF1465.

1999 – LMW launches 5 new machines at ITMA ’99. The machines launched are Bale

plucker, Card LC300A, Speed frame LFS1660, Ring Frame LR6, Ring frame XLA30.

Lakshmi Machine Works Ltd participated in a magnificent way at ITMA ASIA + CITME

2010 Exhibition held at International Exhibition Centre, Shanghai, China between22 – 26 June

2010 and displayed novelty in Technologies of Spinning.

Innovation and Value Creation have been the guiding commitments based on which

every single customer solution has been built by LMW. This commitment is being reaffirmed

afresh with the launch of new Ring Frame – the LR9 Series, built with 1,632 spindles; this

Machine incorporates cutting edge technologies that promise to deliver the best Value for money

to the customer. The LR9 Ring Frame Series was launched on 14th December 2009 by Hon.

Union Minister for Textiles, Thiru. Dayanidhi Maran at LMW Perianaickenpalayam Unit located

in Coimbatore.

LMW’s AFFILIATED COMPANIES

Affiliate companies were conceived to support manufacturing programmes. This concern

for quality components is reflected in the individual output of these companies. Access to state-

of-the-art technologies, through collaborations with world leaders in the field, has ensured that

these companies always remain contemporary.

Today they have literally carved niches for themselves around the world. Yet another

example of synergies within and beyond the corporation’s broad framework.

Lakshmi Card Clothing Mfg Co Ltd

Lakshmi Textile Engineering Works Ltd.

Lakshmi Automobile Loom Works Ltd

Lakshmi Precision Tools Ltd.

Lakshmi Ring Travelers (Coimbatore) Ltd.

Lakshmi Electrical Control System Ltd.

Super Sales Agencies Ltd.

Adwaith Steels Ltd

LEDL

AWARDS AND ACHIEVEMENTS

National Safety Council Award (1990-1991)

State safety award for longest accident free period from factory Inspectorate, Govt. of

Tamilnadu.

No adverse remarks by regulatory authorities so far.

Reduction of accidents from 74 (year 2000) to 6 (till September 2001).

LMW has been awarded with "Imai Operational Excellence Award" for EXCELLENCE

in leveraging adverse business time to accelerate a successful, multi value-stream, lean

implementation initiative by Kaizen Institute.

LMW was awarded Regional Export Award for outstanding Export Performance for the

year 2006 - 2007 by EEPC-INDIA (Engineering Export Promotion Council) under the

category "STAR PERFORMER - LARGE ENTERPRISE".

MANAGEMENT

Sri.R.Venkatrangappan Chairman

Sri.Sanjay Jayavarthanavelu Managing Director

Sri.M.V.Subbiah Director

Justice Sri.G.Ramanujam (Retd.) Director

Justice Sri.S.Natarajan (Retd.) Director

Sri.S.Pathy Director

Sri.R.Satagopan Director

Sri.Basavaraju Nominee Director of LIC

Sri.Aditya Himatsingka Director

Dr.Mukund Govind Rajan Director

Sri.R.Rajendran Director Finance

Sri.K.Duraisami Company Secretary

LMW VISION & MISSION

VISION

To enhance customer satisfaction and their image globally and achieve exponential

growth to leadership through world class products and service.

MISSION

To deliver greater value to their customers by providing complete competitive solutions

through technological leadership and manufacturing excellence that are responsive to dynamic

market needs.

VALUES

Excellence

Integrity

Learning and sharing

Contribution to industry and society

QUALITY POLICY

To establish global presence in spinning systems by providing quality services and “state

of the art” machinery that enhance value and customer satisfaction through company-wide

efforts in continual improvement of People, Systems, Processes, Technology and Practices.

ENVIRONMENTAL POLICY

LMW is committed to the protection of environment and conservation on of natural

resources, as a “Service to the Future Generations”.

LMW shall strive to achieve Environmental Excellence through:

Compliance with applicable legislative and other requirements and go beyond

compliance to good practices on environmental management.

Periodic reviews of its environmental performance and minimizing the environmental

impacts, while achieving its business objectives.

Protection of air, water, land and biodiversity and engaging with the community and

business associates on environmental issues of mutual interest.

Waste minimization, energy conservation and recycle and reuse of resources like water

and sand.

Provision of management tools, awareness and training to employees for continual

improvement in its overall environmental performance.

The architect of BSC Concept Dr. Robert S Kaplan presents the Award to

Mr. C.B.Chandrasekar, GM – Finance of LMW at Seoul.

PRODUCT PROFILE AND MARKET POTENTIAL

PRODUCT PROFILE

In the textile division, unit 1 of Lakshmi Machine Works limited, there are four groups

like carding group, comber group, draw frame group, longitudinal group which produce the

following machines.

Card silver system

Bale Plucker LA23

Unimix LB 7/4

Mixing Bale Opener LB3/6

Flexi Clean LB 5/6

Vario Clean LB 9/2

Fine Feed LA 7/5

Card LC300A-V3

Card LC 333

Combing system

Comber LK 54

Drawframe LD 2

Lap Former LH 10

Draw Frame LRSB 851 Digital

Ring Spinning System

Speed Frame LF1400A

Ring Frame 6S

Ring Frame LR6S

Ring Frame LR 60 Series

Ring Frame LR 63 Series

Ring frame LR9 Series

In the Blow room unit, machines like mixing bale opener, unix, aerated, ERM cleaner,

Exhaust and delivery, Hopper Reeder, Double Scatter, Ventilator, Mano Cylinder, Bale

press, Various Cleaner, Fine Feed are manufactured.

In Machine tool division they produce they CNC lathe machines and other machinery

tools.

In S&R unit, the spindles are produced which are required for G511 machinery at

Kaniyur and Arasur Units.

MARKET POTENTIAL

Current share price is 244.75.

Board approves for the acquisition of wholly owned subsidiaries of the company - LMW

Investments Ltd and Deejay Leasing Company Ltd.

LTE Industries acquires 12000 shares amounting to .984% of LMW Ltd.

Stocks appreciated by about 65%.

Charges Rs.8.3 Crs for the diminution in the value of investments.

Offers 1:200 swap ratio or cash option of Rs.10 for each Textool share for its merger

with the company.

Board of Industrial Finance and Reconstruction approves for the merger of Textool

Company with LMW Ltd.

They hold 70% of domestic market share for textile machineries and they export to

Middle East and Far East countries of international market.

They export 10% of their casting products to famous companies like Siemens etc., and

the rest they use for internal requirements.

They supply CNC machines for mostly for automobile companies and their important

customer is Maruti Suzuki.

COMPETITIVE STRENGTH OF THE COMPANY

Monopoly in INDIA

They produce entire range of textile machineries.

Advanced R&D to meet continues dynamic requirements in market.

They are the market leader in Asia.

FUTURE PLANS

To extent their presence globally through world class products & leadership in technology.

DESCRIPTION OF VARIOUS FUNCTIONAL AREAS

MARKETING

LMW has marketing department separately for each divisions. LMW is B2B marketing

company and they follow both level 1 & level 2 distribution. They supply their products to their

customers directly or through dealers. Voltas Ltd is one among their important dealers of their

products.

FINANCE

LMW finance department is headed by Director of finance Sri.R.Rajendran and General

Manager of finance Mr.CB.Chandrasekar. LMW raised their capital by issuing shares to

REITER, LIC of India, National insurance and Reliance Capital.

HUMAN RESOURCE DEPARTMENT

HR Department of LMW unit 1 manager is Mr.Annadurai. There are 3400 employees

including staffs and workers. The main aim of HRD of LMW is to promote industrial relation

and human resource development. Some of their functions are human resource development,

quality management, performance management system, recruitment and selection, training and

development etc.

PRODUCTION

Production in LMW has various divisions and their production takes place at different

unit. In the textile division, unit 1 of Lakshmi Machine Works limited, there are four groups like

carding group, comber group, draw frame group, longitudinal group which produce the

following machines. In carding group C1/3, LC100, LC300, LC300A, are manufactured while in

comber group SLM, RLM, LK250, LK250/2 is manufactured. In draw frame group DFD016,

RSB are manufactured. In longitudinal group SF1400A, SF1465, LFSI1660, PW.OEM1/2 etc are

manufactured. In the unit 2, at Kaniyur, Lakshmi machine works limited, they manufacture the

ring frame model like G511, LR6 etc. In the Blow room unit, machines like mixing bale opener,

unix, aerated, ERM cleaner, Exhaust and delivery, Hopper Reeder, Double Scatter, Ventilator,

Mano Cylinder, Bale press, Various Cleaner, Fine Feed are manufactured. In Machine tool

division they produce they CNC lathe machines and other machinery tools. In S&R unit, the

spindles are produced which are required for G511 machinery at kaniyur and arasur.

RESEARCH AND DEVELOPMENT

RELIABILITY ENGINEERING

Based on the previous history and customer complaints, the reliability testing of

components is carried out by using latest instruments like Power Meter, Sound Level Meter,

Spectrum Analyser and Data Logger.

CUSTOMER FOCUS

R & D concentrates on solving customer complaints.

SYSTEMS

The R & D department has 32 SUN Workstations, 20 Personal Computers, 4 Laser

Printers and 2 Plotters.

Technical Library

Our Technical Library has more than 2000 Books and 100 Journals. All the updated

International and LMW Standards are available

MICRO-MACRO ECONOMIC ANALYSIS

MICRO ANALYSIS FOR TEXTILE MACHINERY

Indian textile industry demand for machineries is so strong that the domestic machinery

manufacturers are finding it difficult to cater to the growing requirement of machines. In most

cases, orders are overbooked for 12-18 months. Not only is there capacity constraint, but also the

domestic machinery makers are technologically far behind in the production for weaving and

process machineries. The Government of India (GOI) forecast for total textile exports is $55

billion by 2011. In order to secure this global market share, Indian textile industry needs to

procure more modern equipment to help improve quality and productivity, thus enhancing global

competitiveness. Given the obsolete or near-obsolete technology level in the Indian textile

industry, especially in the weaving and processing sectors, large-scale importation of the latest

technology is imminent.

Indian end-users continue to import the following latest textile machinery: auto cone

winders; open-ended spinning units; circular knitting machines; flat and warp knitting machines;

dry and wet pretreatment machinery; yarn dyeing machines; fabric dyeing machines; printing

machines; water extraction machines; processing machines; finishing machines; testing and

measuring equipment; laboratory equipment; software for design, data monitoring and

processing (CAD/CAM/CIM); shuttle-less looms; and texture machines. Approximately 120

companies in India manufacture a complete range of textile machinery for sorting, carding,

processing of yarns/fabrics and weaving, along with the components, spares and accessories. The

major Indian companies that have a strong presence in the textile machinery industry sector

include:

Lakshmi Machine Works Ltd (Coimbatore)

Textool Co Ltd. (Coimbatore)

Trumac Engineering (Coimbatore)

New Standard Engineering (Mumbai)

Kirloskar Toyota Textile Machinery Ltd (Bangalore)

MACRO ANALYSIS FOR TEXTILE MACHINERY

In the long term, driven by demand for nonwoven disposable textile products,

particularly from burgeoning Chinese and Indian economies, the global market for textile

machinery is projected to reach US$20.75 billion by the year 2015. Further, the increasing

leaning towards environmentally friendly fibers is expected to push demand for textile

machineries that employ eco-friendly textile processes. The primary textile machinery market

worldwide was affected by the global economic crisis, and witnessed severe downturn

beginning mid-2007, and carrying on until 2010. The period 2008-2010 recorded the worst

declines, with market growth sharply plummeting to huge negative levels in most parts of the

world.

The year 2009 particularly proved to be the nemesis for the industry, with developed

countries recording steep market erosions of 20%-25% for the year. Developing countries fared

only marginally better during the year 2009. Despite an increase in demand for premium fabrics

globally, the demand for textile machinery used in production of these fabrics did not increase

proportionately. The demand for mercerizing machine increased while demand for other textile

machinery including textile bleaching, dyeing and washing fell heavily during the period. The

textile machinery market world over is unlikely to recuperate anytime soon, at least through

2010-2011, as the aftereffects of the credit crunch continue, financial markets remain uncertain,

and banks demand more guarantees to provide finance - tough conditions for an industry highly

dependant on government subsidies. The industry is already struggling to maintain growth, with

focus no more on driving increase in demand. Post recession, only those dynamic sectors

capable of adapting to changing market scenario are expected to survive. Leading players in the

global textile machinery market include:

American Textile Machinery Association,

Batliboi Ltd., Benninger AG,

Intertrad Group, Itema Group,

Kirloskar Toyoda Textile Machinery Private Ltd.,

Lakshmi Machine Works Ltd., Lonati S.p.A.,

Mayer & Cie GmbH & Co. KG,

Murata Machinery Ltd.,

Navis Global, Rieter AG,

Santoni S.p.A., Saurer AG,

Savio Macchine Tessili S.p.A.,

Shima Seiki Mfg. Ltd., TMT Machinery,

Toyota Industries Corp.,

Veejay Lakshmi Engineering Works Ltd.,

West Point Foundry and Machine Co.,

Willy Grob AG.

1.3 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

To identify the factors causing stress with reference to Supply chain management and

manufacturing staff in Lakshmi Machine Works Ltd, Coimbatore.

SECONDARY OBJECTIVE:

1) Examine how far stress has an effect on both family and work place.

2) To study how employees manage to ease their stress level.

1.4 SCOPE OF THE STUDY

The project intends to study the management of stress level of Supply Chain Management &

manufacturing staff in Lakshmi Machine Works Ltd, Coimbatore

The present world is fast changing and there are lots of pressure and demand at work.

These pressures at work lead to physical disorder. Stress refers to individual’s reaction to a

disturbing factor in the environment. Hence this study would help the organization to know the

factors of stress and to reduce the stress in employees as it is a well known fact that “Healthy

employees is a productive employee”

1.5 NEED OF THE STUDY

Stress in organizations is becoming an important concern for individuals and

organization because of its deleterious effects. Reducing or managing stress may significantly

reduce these effects, thus benefiting both individuals and organization. But high level of stress or

even low level, if sustained over long period, can lead to reduce in employee’s performance.

This study attempts to assess and manage stress among supply chain management and

manufacturing staff in LMW.

1.6 LIMITATIONS OF THE STUDY

The project has been confined to the scope of 100 respondents at Lakshmi Machine

Works Limited, Coimbatore.

The period of study has been confined to one month.

CHAPTER II

REVIEW OF LITERATURE

Stress is any circumstances or transactions with the environment that threaten or are

perceived to threaten our well-being and thereby tax our adaptive capacities. (Weiten,

1986).

Stress is the mental or physical condition that results from a perceived threat of danger

(physical or emotional) and the pressure to remove it. (Leslie & Lloyd, 1977)

In the past 20 years, work stress has increased around the world due to globalization,

increased competition and new technologies. In Canada, claims for mental illness-

especially depression – have overtaken cardiovascular disease as the fastest growing

category of disability cost.

Source: U.S.National Institute of occupational Health and safety.

According to Anderson, Schalk and Humpery (1998), work stress has been described as an

incompatibility between the individual and his or her environment. Stress is the

excitement, feeling of anxiety, and/or physical tension that occurs when the demands

placed on an individual are thought to exceed his ability to cope. This most common view

of stress is often called distress or negative stress. The physical or psychological demands

from the environment that cause this condition are called stressors. (Hellriegel & Slocum,

2004)

It is defined by Ganster and Murphy (2000) as a form of strain‘ provoked in response to

situational demands labeled stressors‘ which occur when jobs are simultaneously high in

demands and low in control.

Selye (1976) define stress as the bodily response we make to the troublesome event.

Stress is any circumstances or transactions with the environment that threaten or are

perceived to threaten our well-being and thereby tax our adaptive capacities. (Weiten,

1986). According to Robbins (1996) “Stress is a dynamic condition in which an

individual is confronted with an opportunity, constraint or demand related to what he or

she desires and for which the outcome is perceived to be both uncertain and important”

Stress is defined as a nonspecific response of the body to a stimulus or event (stressor).

Under a general model of the stress response, when an individual experiences a stressor,

the stressor will lead to a physiological response, one that can be measured by several

indicators, such as elevated heart rate. In related literature, the term stress is used to refer

to physiological response. Stressors vary in form and can include extreme temperature or

lighting, time pressure, lack of sleep, and exposure to threat or danger, among others. All

stressors, however, tend to produce similar physiological responses within the body.

Cox & Brockley (1984) stated that stress is a perception phenomenon which exists from

a comparison between the command given and ability of a person to execute the task

successfully. Unbalance situation in the mechanism will lead into stress experience and

ultimately into stress reaction.

According to Cherrington (1994) high levels of stress often compromise the personal

intellect and emotion of decision makers with decisions invariably becoming more rigid,

simplistic and superficial.

According to Moorhead and Griffin (1995), the level of stress experienced depends

largely upon its causes, as stress occurs when a person’s adaptive response to a stimulus

places excessive psychological or physical demands on that person. In the working

environment, these causes or stressors are likely to be of a long term nature, inducing

physical and spiritual fatigue, affecting one’s health, undermining team morale, affecting

the stresses’ perception of their ability to fulfill a task/assignment; and eventually

breaking down their working abilities.

CHAPTER III

RESEARCH METHODOLOGY

3.1 DESCRIPTIVE RESEARCH DESIGN

Descriptive research includes surveys and fact finding enquiries of different kinds. The

major purpose of descriptive research is description of the state of affairs as it exists at present.

In social science and business research we acquire often use the term “Ex post facto” research for

descriptive research studies. The main characteristics of this method are that the researcher has

no control over the variables; he can only report what has happened or what is happening. The

requirements for the study were obtained by gathering both primary and secondary data.

3.2 PRIMARY DATA

The primary data was obtained by administering survey method, guided by questionnaire to the

employees. The following type of questions, were asked in the questionnaire

1. Closed ended questions

2. Multiple choice questions

These methods were adopted since the data which is required is highly focused and it is known at

the outset what information is needed

3.3 SAMPLING SIZE

It refers to the number of elements to be included in the study. Sample size is complex

and involves several qualitative and quantitative considerations. Sample Size is 100.

3.4 SAMPLING TECHNIQUE

The sampling technique that has been used by the researcher in the study is judgmental

sampling technique, here in taking the survey there was a restriction made, only a specified

group of respondents from whom the data could be collected.

3.5 STATISTICAL TOOLS USED

DESCRIPTION OF STATISTICAL TOOLS USED

Simple Percentage analysis.

One way anova

SIMPLE PERCENTAGE ANALYSIS:

Percentages are the measure of central tendency percentages are often

used in data presentation. The data are reduced in to standard form with the base

equal to hundred, which in fact facilitates relative comparison.

Percentage = (no. of respondents for the particular factor/total

Respondents)*100

ONE – WAY ANOVA

In statistics, one-way analysis of variance (abbreviated one-way ANOVA) is a technique

used to compare means of two or more samples (using the F distribution). This technique can be

used only for numerical data.

The ANOVA tests the null hypothesis that samples in two or more groups are drawn

from the same population. To do this, two estimates are made of the population variance. These

estimates rely on various assumptions. The ANOVA produces an F statistic, the ratio of the

variance calculated among the means to the variance within the samples. If the group means are

drawn from the same population, the variance between the group means should be lower than

the variance of the samples, following central limit theorem. A higher ratio therefore implies

that the samples were drawn from different populations.

CHAPTER IV

DATA ANALYSIS AND INTERPRETATION

Table 4.1Age group of the respondents

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

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

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

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

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

Frequency PercentValid

PercentCumulative

Percent

Valid 20-25 9 9.0 9.0 9.0

25-30 11 11.0 11.0 20.0

30-35 23 23.0 23.0 43.0

above 35 57 57.0 57.0 100.0

Total 100 100.0 100.0

INTERPRETATION From the above table it is known that about 57 % of the respondents are above 35

years of age, 23 % of the respondents fall in the age group of 30-35, 11 % of the respondents are

in the age group of 25-30 and 9 % are in the age group of 20-25.

Majority (57%) of the respondents are above 35 years of age.

Chart 4.1

Table 4.2Marital Status of the Respondents


PercentCumulative

Percent

Valid Married 76 76.0 76.0 76.0

Unmarried 21 21.0 21.0 97.0

3.00 1 1.0 1.0 98.0

4.00 2 2.0 2.0 100.0

Total 100 100.0 100.0

INTERPRETATION

From the above Table it is known that about 76% of the respondents are married and

21% of the respondents are unmarried.

Majority (76%) of the respondents come under the married category.

Chart 4.2

Table 4.3Experience of the Respondents


PercentCumulative

Percent

Valid 0-5 17 17.0 17.0 17.0

5-10 16 16.0 16.0 33.0

10-15 11 11.0 11.0 44.0

above 15 56 56.0 56.0 100.0

Total 100 100.0 100.0

INTERPRETATION

From the above table it is inferred that about 56% of the respondents have job

experience of 15 years and above. About 17% of respondents have job experience of 0-5 years.

About 16 % of respondents possess 5-10 years of job experience, and about 11 % of the

respondents have a job experience of 10-15 years in the company.

Majority (56%) of the respondents have job experience of above 15 years.

Chart 4.3

Table 4.4

Designation of the Respondents


PercentCumulative

Percent

Valid Deputy Engineer/Engineer

28 28.0 28.0 28.0

Senior Engineer/Superintenden

t

53 53.0 53.0 81.0

Deputy Manager/Manager

12 12.0 12.0 93.0

Junior Officer 7 7.0 7.0 100.0

Total 100 100.0 100.0 INTERPRETATION

The above table shows the pattern of respondents’ designation wise. Nearly 53 %

of the respondents are Senior Engineer/Superintendent, 28 % of respondents are Deputy

Engineer/Engineer, 12% of respondents are Deputy Manager/Manager and 7 % of

respondents are Junior Officers respectively

Majority (53%) of the respondents belong to the designation of Senior

Engineer/Superintendent category.

Table 4.5Physical Environment of the Respondents


PercentCumulative

Percent

Valid Agree 47 47.0 47.0 47.0

Neutral 25 25.0 25.0 72.0

Disagree 28 28.0 28.0 100.0

Total 100 100.0 100.0

INTERPRETATION

It is observed from the above table, that about 47 % of respondents felt that physical

environment at workplace contributes because for stress, about 28 % of the respondents

disagreed and 25 % of respondents were not committal.

Majority (47%) of the respondents agree that physical environment of work place is

a cause for stress.

Chart 4.5

Table 4.6

Time Pressure on the Respondents


PercentCumulative

Percent

Valid Strongly Agree

7 7.0 7.0 7.0

Agree 38 38.0 38.0 45.0

Neutral 36 36.0 36.0 81.0

Disagree 19 19.0 19.0 100.0

Total 100 100.0 100.0

INTERPRETATION

In the above table, about 38% of the respondents felt that time pressure to complete the

given job is a cause for stress, while 36% of the respondents were neutral in their response ,

19 % of the respondents disagreed with the concept of time pressure as a cause for stress. About

7 % of the respondents strongly agreed that time pressure is of course a cause for stress.

Majority (38%) of the respondents agreed that time pressure is a cause for stress.

Chart 4.6

Table 4.7 Lack of co operation among co-workers


PercentCumulative

Percent

Valid Strongly Agree 5 5.0 5.0 5.0

Agree 38 38.0 38.0 43.0

Neutral 38 38.0 38.0 81.0

Disagree 14 14.0 14.0 95.0

Strongly Disagree

5 5.0 5.0 100.0

Total 100 100.0 100.0

INTERPRETATION

About 38% of respondents agreed that lack of cooperation among co workers is a cause for stress

And 38% of the respondents were not committal in their response. About 14% of the respondents

disagreed to this reasoning. About 5% of them strongly disagreed

Majority (38%) of respondents agree that lack of cooperation among co workers is a

cause for stress

Chart 4.7

Table 4.8 Friendly relationship with colleague of the Respondents


PercentCumulative

Percent

Valid Neutral 12 12.0 12.0 12.0

Agree 65 65.0 65.0 77.0

Strongly Agree

23 23.0 23.0 100.0

Total 100 100.0 100.0

INTERPRETATIONFrom the above Table it is observed that 65% of the respondents agree that maintaining

friendly relationship with colleagues help in managing stress. While 23% of them opined that

they strongly agree with the statement, 12% of the respondents were neutral in their response.

Majority (65%) of the respondents agreed to the view that friendly relationship with

colleagues help reduce stress.

Chart 4.8

Table 4.9 Co operative subordinates of the Respondents


PercentCumulative

Percent

Valid Strongly Disagree

5 5.0 5.0 5.0

Neutral 2 2.0 2.0 7.0

Agree 66 66.0 66.0 73.0

Strongly Agree 27 27.0 27.0 100.0

Total 100 100.0 100.0INTERPRETATION

From the above Table it is observed that 66% of the respondents agree that cooperation

among subordinates in job execution helps in managing stress. Another 27% of them strongly

agreed to the view. However 5% of the respondents felt that cooperation among subordinates in

not a contributing factor in stress management. 2% of the respondents were neutral in their

response.

Majority (66%} of the respondents agree that cooperation among subordinates in

job execution helps in managing stress.

Chart 4.9

Table 4.10 Boss openness to ideas and suggestions


PercentCumulative

Percent


4 4.0 4.0 4.0

Disagree 2 2.0 2.0 6.0

Neutral 20 20.0 20.0 26.0

Agree 64 64.0 64.0 90.0

Strongly Agree 10 10.0 10.0 100.0

Total 100 100.0 100.0

INTERPRETATIONFrom the above Table it is observed that 64% of the respondents felt that a Boss /Superior

who is receptive to ideas and suggestion from subordinates help in maintaining a stress free

atmosphere. 20% of them were non committal in their response. 4% of the respondents strongly

agreed to the above view point. However 2% of the respondents disagreed with the point

referred to.

Majority of (64%) of the respondents felt that a Boss /Superior who is receptive to

ideas and suggestion from subordinates help in maintaining a stress free atmosphere.

Chart 4.10

Table 4.11Effect of good impression on promotion of the Respondents


PercentCumulative

Percent

Valid Disagree 19 19.0 19.0 19.0

Neutral 34 34.0 34.0 53.0

Agree 41 41.0 41.0 94.0

Strongly Agree

6 6.0 6.0 100.0

Total 100 100.0 100.0

INTERPRETATIONFrom the above Table it is observed that 41% of the respondents agreed that creating a

good impression on superiors paves way for higher promotional opportunities in the hierarchy.

About 34% of them gave neutral response. However 19% of them disagreed with this view.

About 6% of the respondents strongly agreed to the statement.

Majority (41%) of the respondents agreed that creating a good impression on

superiors paves way for higher promotional opportunities in the hierarchy.

Chart 4.11

Table 4.12Emotional drain at work of the Respondents


PercentCumulative

Percent

Valid Agree 22 22.0 22.0 22.0

Neutral 40 40.0 40.0 62.0

Disagree 22 22.0 22.0 84.0

Strongly Disagree

16 16.0 16.0 100.0

Total 100 100.0 100.0

INTERPRETATION

From the above table it is observed that about 40% of the respondents remained neutral

While 22% agreed that emotional drain at work is a cause for stress at work place, 22% of them

disagreed that it is a contributing factor. And 16 % of them strongly disagreed with the view.

Majority (40%) of the respondents neither agreed nor disagreed to the fact that

emotional drain at work is a cause for stress.

Chart 4.12

Table 4.13

Feeling of getting fired from job of the Respondents


PercentCumulative

Percent

Valid Agree 16 16.0 16.0 16.0

Neutral 29 29.0 29.0 45.0

Disagree 50 50.0 50.0 95.0

Strongly Disagree

5 5.0 5.0 100.0

Total 100 100.0 100.0

INTERPRETATIONFrom the above Table it is observed that 50% of the respondents disagreed to the view

that the feeling or fear of dismissal from the job is a contributing factor for stress. While 29%

remained neutral in their response, 16% of them felt it to be a factor for stress. 5% of them

strongly disagreed.

Majority (50%) of the respondents disagreed to the view that the feeling or fear of

dismissal from the job is a contributing factor for stress.

Chart 4.13

Table 4.14 Exploitation of women by male counterparts of the Respondents


PercentCumulative

Percent

Valid Agree 11 11.0 11.0 11.0

Neutral 33 33.0 33.0 44.0

Disagree 52 52.0 52.0 96.0

Strongly Disagree

4 4.0 4.0 100.0

Total 100 100.0 100.0

INTERPRETATION

About 52 % of respondents did not agree that women exploitation by male counterparts is

happening at work place. 33 % were neutral in their response and about 11% of them felt that

women exploitation exists in work place. The remaining 4 % strongly disagreed that women are

exploited at workplace by male counterparts.

Majority (52 %) of respondents did not agree that women exploitation by

male counterparts is happening at work place.

Chart 4.14

Table 4.15 Employee welfare by management of the Respondents


PercentCumulative

Percent


4 4.0 4.0 4.0

Disagree 3 3.0 3.0 7.0

Neutral 5 5.0 5.0 12.0

Agree 74 74.0 74.0 86.0

Strongly Agree 14 14.0 14.0 100.0

Total 100 100.0 100.0

INTERPRETATIONAbout 74 % of the respondents agree that the management is very much interested in

their welfare. About 14 percent strongly agreed to this view. 5% of them were neutral in their

response. 4 % of them strongly disagreed, while 3% of the respondents disagreed that the

management is really interested in their welfare.

Majority (74 %) of the respondents agree that the management is very much

interested in their welfare.

Chart 4.15

Table 4.16 Concern of family welfare by management


PercentCumulative

Percent


Neutral 19 19.0 19.0 23.0

Agree 72 72.0 72.0 95.0

Strongly Agree

5 5.0 5.0 100.0

Total 100 100.0 100.0

INTERPRETATION

From the above table it is observed that a majority of 72% agreed to the existence of

family welfare policies in the organization and felt that the management is very much interested

in their welfare. .About 19% of the respondents remained neutral. While 5% strongly agreed to

the statement, 4% of the respondents disagreed.

Majority (72%) agreed to the existence of family welfare policies in the

organization and felt that the management is very much interested in their welfare.

Chart 4.16

Table 4.17 Relevance of job with interest of employee


PercentCumulative

Percent


Neutral 3 3.0 3.0 7.0

Agree 78 78.0 78.0 85.0

Strongly Agree

15 15.0 15.0 100.0

Total 100 100.0 100.0

INTERPRETATION

From the above table it is learnt that a major portion of the respondents amounting 78%

feel the nature of job given to them tallies with their interest. Again another 15% strongly agreed

so. About 3% of the respondents remained neutral and about 4% of the respondents disagreed

that their job has any relevance to their interest.

Majority (78%) of respondents agreed that the nature of job given to them tallies

with their interest.

Chart 4.17

Table 4.18 Effective Communication System


PercentCumulative

Percent


Neutral 12 12.0 12.0 16.0

Agree 54 54.0 54.0 70.0

Strongly Agree

30 30.0 30.0 100.0

Total 100 100.0 100.0

INTERPRETATION

From the above table it is noted that 54% of the respondents agreed that effective

communication system existed in the organization. Another 30% of the respondents strongly

agreed to this statement. 12% of them remained neutral in their response. Only 4% of the

respondents disagreed and felt that an effective communication system is not there in the

organization.

Majority (54%) of the respondents agreed that effective communication system

existed in the organization.

Chart 4.18

Table 4.19 Existence of Fair Pay Scale in the organization


PercentCumulative

Percent


Neutral 30 30.0 30.0 36.0

Agree 61 61.0 61.0 97.0

Strongly Agree

3 3.0 3.0 100.0

Total 100 100.0 100.0

INTERPRETATION

From the above table about 61 % have opined that fair pay scale exists in the company,

30 % of the respondents were neutral in their response, 6 % of the respondents felt that better

pay scale to be given. Only about 3 percentage of respondents strongly agreed that their pay

scale is good.

Majority (61 %) of the respondents agreed that fair pay scale exists in the company

which factor does not contribute to stress.

Chart 4.19

Table 4.20

Promotional Opportunities of the Respondents


PercentCumulative

Percent


Neutral 16 16.0 16.0 35.0

Agree 65 65.0 65.0 100.0

Total 100 100.0 100.0

INTERPRETATION

From the above Table it is observed that 65% of the respondents agreed that ample

promotional opportunities exist in the organization. 16% of the respondents neither agreed nor

disagreed in their comment and about 19% of the respondents disagreed.

Majority (65%) of the respondents agreed that ample promotional opportunities

exist in the organization.

Chart 4.20

Table 4.21Need for Training and Development programs for the Respondents


PercentCumulative

Percent


Neutral 16 16.0 16.0 20.0

Agree 66 66.0 66.0 86.0

Strongly Agree

14 14.0 14.0 100.0

Total 100 100.0 100.0

INTERPRETATIONFrom the above table it is observed that a majority of 66% of the respondents opined that

proper training and development programmes help them to reduce stress to cope up with

implementation of new technology in the job. 16% remained neutral in their response. About

14% strongly agreed to the statement. 4% of the respondents disagreed.

Majority (66%) of the respondents opined that proper training and development

programmes help them to reduce stress to cope up with implementation of new technology

in the job.

Chart 4.21

Table 4.22 Effective performance appraisal system


PercentCumulative

Percent


1 1.0 1.0 1.0

Disagree 6 6.0 6.0 7.0

Neutral 21 21.0 21.0 28.0

Agree 70 70.0 70.0 98.0

Strongly Agree 2 2.0 2.0 100.0

Total 100 100.0 100.0

INTERPRETATIONFrom the above table it is observed that 70% of respondents agreed that the existing

performance appraisal system helps them to assess their strength & weaknesses. 21% remained

neutral in their response. About 6% of them disagreed and 1% of the respondent strongly

disagreed to the statement. 1% of the respondent strongly disagreed to the view.

Majority (70%) of respondents agreed that the existing performance appraisal

system helps them to assess their strength & weaknesses.

Chart 4.22

Table 4.23

Overburden of work of the Respondents


PercentCumulative

Percent

Valid Agree 5 5.0 5.0 5.0

Neutral 57 57.0 57.0 62.0

Disagree 34 34.0 34.0 96.0

Strongly Disagree

4 4.0 4.0 100.0

Total 100 100.0 100.0

INTERPRETATION

From the above Table it is observed that about 57% of the respondents remained neutral

to the query that overburden of work at job place is a cause for stress. About 34% of the

respondents disagreed with the view. Another 5% of them agreed that overburden of work is a

cause for stress. 4% of the respondents strongly disagreed with the view.

Majority (57%) of the respondents remained neutral to the query that overburden

of work at job place is a cause for stress.

Chart 4.23

Table 4.24 Contradictory expectations from superiors of the Respondents


PercentCumulative

Percent

Valid Agree 14 14.0 14.0 14.0

Neutral 52 52.0 52.0 66.0

Disagree 34 34.0 34.0 100.0

Total 100 100.0 100.0

INTERPRETATION

From the above table it is being inferred that a contradictory expectation from different

supervisors is a cause for stress. In the above table 52% of the respondents remained neutral in

their opinion. 34% of the respondents disagreed with the view point. However 14% of them

agreed that such varying expectations are a cause for stress.

Majority (52%) of the respondents neither agreed nor disagreed that a

contradictory expectations from different supervisors is a cause for stress

Chart 4.24

Table 4.25 Inadequate resources to execute job


PercentCumulative

Percent

Valid

Agree 22 22.0 22.0 22.0

Neutral 44 44.0 44.0 66.0

Disagree 32 32.0 32.0 98.0

Strongly Disagree 2 2.0 2.0 100.0

Total 100 100.0 100.0

INTERPRETATIONFrom the above table it is inferred that non availability of adequate resources to complete

a job is a cause for stress at work place. About 44% of the respondents were neutral in their

response. About 32% of the respondents disagreed with the view. About 22% of the

respondents agreed that it is a cause for stress. The remaining 2% of the respondents strongly

disagreed.

Majority (44%) of the respondents were neither agreed nor disagreed in their

response.

Chart 4.25

Table 4.26 Health problems in causing stress of the Respondents


PercentCumulative

Percent

Valid Strongly Agree

4 4.0 4.0 4.0

Agree 73 73.0 73.0 77.0

Neutral 16 16.0 16.0 93.0

Disagree 7 7.0 7.0 100.0

Total 100 100.0 100.0

INTERPRETATIONIn the above table it is observed that a majority of 73% agreed that health problems of an

individual are a major cause for stress. 16% of the respondents remained neutral in their reply.

4% of the respondents strongly agreed to the view point. However 7% of them felt that health

problems are not a cause for stress.

Majority of (73%) agreed that health problems of an individual are a major cause

for stress.

Chart 4.26

Table 4.27

Sports and physical activities of the Respondents


PercentCumulative

Percent


2 2.0 2.0 2.0

Disagree 5 5.0 5.0 7.0

Neutral 16 16.0 16.0 23.0

Agree 59 59.0 59.0 82.0

Strongly Agree 18 18.0 18.0 100.0

Total 100 100.0 100.0

INTERPRETATION

In the above Table about 59% of the respondents agreed that involvement in sports and

physical activities reduce stress of an individual. Another 18% strongly agreed with the

statement. And about 16% remained neutral in their response. 5% of the respondents disagreed

with the view. Another 2% of the respondents also strongly disagreed.

Majority (59%) of the respondents agreed that involvement in sports and physical

activities reduce stress of an individual.

Chart 4.27

Table 4.28 Poor Sleep Pattern of the Respondents


PercentCumulative

Percent


Neutral 15 15.0 15.0 35.0

Agree 56 56.0 56.0 91.0

Strongly Agree

9 9.0 9.0 100.0

Total 100 100.0 100.0

INTERPRETATIONIn the above Table 56% of the respondents felt that not having proper sleep causes stress

to an individual. However 20% of the respondents did not agree that poor sleep is a cause for

stress. 15% of the respondents remained neutral in their comment. And 9% of them strongly

agreed that poor sleep is of course a cause for stress.

Majority (59%) of the respondents agreed that involvement in sports and physical

activities reduce stress of an individual.

Chart 4.28

Table 4.29 Spending leisure time with pets by the Respondents


PercentCumulative

Percent


11 11.0 11.0 11.0

Disagree 13 13.0 13.0 24.0

Neutral 41 41.0 41.0 65.0

Agree 23 23.0 23.0 88.0

Strongly Agree 12 12.0 12.0 100.0

Total 100 100.0 100.0

INTERPRETATIONSpending one’s leisure time with their pets reduces stress level of an individual. While

41% remained neutral in their response, 23% agreed that such activity reduces stress. However

13% of the respondents disagreed with the statement and again another 11% strongly disagreed.

But 12% of the respondents strongly agreed that spending time with pets reduces stress level.

Majority (56%) of the respondents felt that not having proper sleep causes stress to

an individual.

Chart 4.29

Table 4.30 Involvement in hobbies by the Respondents


PercentCumulative

Percent


1 1.0 1.0 1.0

Disagree 9 9.0 9.0 10.0

Neutral 31 31.0 31.0 41.0

Agree 46 46.0 46.0 87.0

Strongly Agree 13 13.0 13.0 100.0

Total 100 100.0 100.0

INTERPRETATIONInvolving in various hobbies reduces stress level of an individual. In the above table 46%

of the respondents just agreed to the view point. Another 13% of them strongly agreed that

hobbies reduce stress. 31% of them remained neutral in their response. While 9% disagreed with

the statement, again another 1 % strongly disagreed.

Majority (46%) agreed that involving in hobbies reduces stress level.

Chart 4.30

Table 4.31Saturday and Monday as stressful days


PercentCumulative

Percent


Neutral 14 14.0 14.0 52.0

Agree 38 38.0 38.0 90.0

Strongly Agree

10 10.0 10.0 100.0

Total 100 100.0 100.0

INTERPRETATIONIn the above Table it is observed that 38% of the respondents agreed that Saturday &

Monday are the most stressful days in the job cycle, another 38% did not feel so. 14% of them

remained neutral in their response and about 10% of them strongly agreed that those days were

stressful days.

Majority (38%) of the respondents neither agree or nor disagree that Saturday and

Sunday or most stressful days.

Chart 4.31

Table 4.32Sharing with family and friends of the Respondents


PercentCumulative

Percent


2 2.0 2.0 2.0

Disagree 2 2.0 2.0 4.0

Neutral 18 18.0 18.0 22.0

Agree 60 60.0 60.0 82.0

Strongly Agree 18 18.0 18.0 100.0

Total 100 100.0 100.0

INTERPRETATION From the above table the stress level of an individual is often brought down by sharing

their difficulties and feelings with their family members and friends. Majority of 60% of the

respondents agreed with the above statement. And 18% strongly agreed so , while another 18%

remained neutral in their response .2 % of the respondents just disagreed, while another 2%

strongly disagreed that sharing with family & friends does not help in any way.

Majority (60%) of the respondents agree that sharing problems with family &

friends reduce stress.

Chart 4.32

Table 4.33 Listening to music by the Respondents


PercentCumulative

Percent


2 2.0 2.0 2.0

Disagree 2 2.0 2.0 4.0

Neutral 20 20.0 20.0 24.0

Agree 53 53.0 53.0 77.0

Strongly Agree 23 23.0 23.0 100.0

Total 100 100.0 100.0

INTERPRETATIONIn the above table it is observed that listening to music is a stress buster. It is noted that

53% of the respondents agree that listening to music helps in reducing stress. Another 23% also

strongly felt that it helps .About 20% of the respondents remained neutral in their response.

About 2% of the respondents did not agree so. Again another 2% strongly disagreed to the view.

Majority (53%) agree that listening to music helps reduce stress.

Chart 4.33

Table 4.34Exercise and games in easing stress of the Respondents


PercentCumulative

Percent


Neutral 23 23.0 23.0 35.0

Agree 46 46.0 46.0 81.0

Strongly Agree

19 19.0 19.0 100.0

Total 100 100.0 100.0

INTERPRETATION

From the above table it is observed that about 46% of the respondents agree that exercise

& games help to reduce stress of an individual. About 23% neither agreed nor disagreed. About

19% strongly agreed. And 12% strongly disagreed.

Majority of (46%) agree that exercise & games help reduce stress level.

Chart 4.34

Table 4.35

Hobbies in easing stress of the Respondents


PercentCumulative

Percent


1 1.0 1.0 1.0

Disagree 13 13.0 13.0 14.0

Neutral 35 35.0 35.0 49.0

Agree 47 47.0 47.0 96.0


Total 100 100.0 100.0

INTERPRETATION

From the above table it is observed that 47% of the respondents agree that hobbies help

us to reduce stress. About 35% of them neither agreed nor disagreed to the statement. About 13%

of them disagreed and about 4% of the respondents strongly agreed. However 1% of them

disagreed.

Majority (47%) agree that hobbies help to reduce stress.

Chart 4.35

Table 4.36Counseling in reducing stress of the Respondents


PercentCumulative

Percent


12 12.0 12.0 12.0

Disagree 20 20.0 20.0 32.0

Neutral 47 47.0 47.0 79.0

Agree 18 18.0 18.0 97.0


Total 100 100.0 100.0

INTERPRETATIONIn the above table it is observed that providing proper counseling from professionals

helps in stress management. It is observed that 47% of the respondents remained neutral in their

response. 18% of the respondents agreed to the suggestion, while 20% just disagreed another

12% strongly disagreed that counseling helps in reducing stress.

Majority (47%) neither agrees nor disagree that counseling help them in reducing

stress.

Chart 4.36

Table 4.37Sleep for reducing stress of the Respondents


PercentCumulative

Percent


Neutral 26 26.0 26.0 43.0

Agree 40 40.0 40.0 83.0

Strongly Agree

17 17.0 17.0 100.0

Total 100 100.0 100.0

INTERPRETATION

From the above it is observed that 40% of the respondents agreed that a good sleep helps

them to contain stress. About 26% of the neither agreed nor disagreed. While 17% strongly

agree, another 17% of the disagreed.

Majority (40%) agree that sleep helps them to reduce stress.

Chart 4.37

Table 4.38Yoga and meditation in stress reduction of the Respondents


PercentCumulative

Percent


27 27.0 27.0 27.0

Disagree 9 9.0 9.0 36.0

Neutral 19 19.0 19.0 55.0

Agree 26 26.0 26.0 81.0

Strongly Agree 19 19.0 19.0 100.0

Total 100 100.0 100.0

INTERPRETATIONPracticing Yoga and meditation always plays a major role in reducing stress. From the

above Table it is observed, about 27% of the respondents disagreed. However 26% of the

respondents agree that it helps, and another 19% strongly agreed to the view. 19% of the

respondents remained neutral in their response. Another 9% disagree that Yoga and meditation

helps in reducing stress.

Majority (27%) of the respondents disagree that yoga and meditation helps in

reducing stress.

Chart 4.38

Table 4.39 Effect of Alcohol and Smoking on respondents


PercentCumulative

Percent


40 40.0 40.0 40.0

Disagree 27 27.0 27.0 67.0

Neutral 13 13.0 13.0 80.0

Agree 17 17.0 17.0 97.0


Total 100 100.0 100.0

INTERPRETATIONIn the above Table, about 40% of the respondents strongly disagreed that taking alcohol

and smoking helps to reduce stress. Another 27% also disagreed to this view. But about 17% of

the respondents just agreed that these habits help them to ease stress. Again another 3% strongly

supported this. About 13% of the respondents remained neutral in their response.

Majority (27%) of the respondents did not agree that alcohol & smoking helps to

reduce stress.

Chart 4.39

Table 4.40 Movies and TV in reducing stress of the Respondents


PercentCumulative

Percent


4 4.0 4.0 4.0

Disagree 11 11.0 11.0 15.0

Neutral 32 32.0 32.0 47.0

Agree 41 41.0 41.0 88.0

Strongly Agree 12 12.0 12.0 100.0

Total 100 100.0 100.0

INTERPRETATION

In the above Table a majority of 41% of respondents agreed that watching movies and

TV helps them to ease stress. About 32% were neutral in their response. About 12% of them

strongly agreed while 4% strongly disagreed. The remaining portion of 11% disagreed and

stated that movies & TV watching does not ease stress in anyway.

Majority (41%) of the respondents agree that Movies & TV viewing helps in

reducing stress.

Chart 4.40

Table 4.41Participation in stress management program by the Respondents


PercentCumulative

Percent

Valid Yes 44 44.0 44.0 44.0

No 56 56.0 56.0 100.0

Total 100 100.0 100.0

INTERPRETATION

From the above Table it is observed that about 44% of the respondents have participated

in stress management programmes and the remaining 56% have not attended any such program.

Majority (56%) of the respondents have not attended stress management programme.

Chart 4.41

Table 4.42 Interest in attending stress program by the Respondents


PercentCumulative

Percent

Valid Yes 61 61.0 61.0 61.0

No 34 34.0 34.0 95.0

3.00 3 3.0 3.0 98.0

4.00 2 2.0 2.0 100.0

Total 100 100.0 100.0

INTERPRETATION

From the above Table, about 61% of the respondents have shown their desire in attending

stress management program and about 34% were not interested in any such programme.

Majority (61%) have desired that they are interested in attending stress

management programme

Chart 4.42

ANOVA

Null Hypothesis: There is no significant difference in the opinion towards the work environment

between the respondents belonging to various age groups.

Level of Significance: 0.05 (5%)

Test Statistics: Table 4.43

Work environment and age Descriptive

AgeN Mean

Std. Deviation Sig

< 30 20 32.5000 2.46021

Age N Mean Std. SigWork environment

.01831 - 35 23 32.7391 3.40077

>35 57 34.6491 3.79140

Total 100 33.7800 3.58893

ANOVA

Sum of Squares df Mean Square F Sig.

workenvironment

Between Groups

100.743 2 50.3714.160 .018

Within Groups

1174.417 97 12.107

Total 1275.160 99

INTERPRETATION

From the above table it is observed that the significance (0.018) is less than the level of

significance (0.05). Hence we reject null hypothesis i.e., there is significant difference in the

opinion towards the work environment between the respondents belonging to various age groups.

Null Hypothesis: There is no significant difference in the opinion towards the organization



Test Statistics: Table 4.44

Organization and ageDescriptive

AgeN Mean

Std. Deviation Sig

ANOVA


Organization Between Groups

28.815 2 14.407.985 .377

Within Groups

1419.295 97 14.632

Total 1448.110 99

INTERPRETATION

From the above table it is observed that the significance (0.377) is more than the level of

significance (0.05). Hence we accept null hypothesis i.e., there is no significant difference in the

opinion towards the organization between the respondents belonging to various age groups.

Null Hypothesis: There is no significant difference in the opinion towards the health habits



Test Statistics:

Table 4.45 Health habits and age

Descriptive

AgeN Mean

Std. Deviation Sig

Health habits < 30 20 19.1000 3.17722.33231 - 35 23 20.3043 2.47597

>35 57 19.4737 2.75879

Total 100 19.5900 2.78921

ANOVA


health_habits Between Groups

17.310 2 8.6551.115 .332

Within Groups

752.880 97 7.762

Total 770.190 99

INTERPRETATION



opinion towards the health habits between the respondents belonging to various age groups.

INDEPENDENT SAMPLE Z-TEST

Null Hypothesis: There is no significant difference in the opinion towards the work environment

between the respondents belonging to married and unmarried groups.


Test Statistics:

Table 4.46Work environment and marital status

Z-Test

Marital StatusN Mean

Std. Deviation z Sig.

work environment

Married 78 34.4103 3.55453 3.488 .043

Unmarried 22 31.5455 2.77278

INTERPRETATION

From the above table it is observed that the significance (0.043) is less than the level of

significance (0.05). Hence we reject null hypothesis i.e., there is significant difference in the

opinion towards the work environment between the respondents belonging to married and

unmarried groups.

Null Hypothesis: There is no significant difference in the opinion towards the organization



Test Statistics:Table 4.47

Organization and marital statusZ-Test


Std. Deviation Z Sig.

Organization Married 78 40.5897 3.97863 2.102 .092

Unmarried 22 38.6818 2.81808

INTERPRETATION



opinion towards the organization between the respondents belonging to married and unmarried

groups.

Null Hypothesis: There is no significant difference in the opinion towards the health habits


Level of Significance : 0.05 (5%)

Test Statistics:Table 4.48

Health habits and marital statusZ-Test


Std. Deviation z Sig.

health habits Married 78 19.7051 2.95028 .776 .143

Unmarried 22 19.1818 2.12998

INTERPRETATION



opinion towards the health habits between the respondents belonging to married and unmarried

groups.

CHAPTER V

FINDING AND SUGGESTION

5.1 FINDINGS

1. As it observed from Table 3.1 to 3.3, the majority of the respondents are above 35 years of

age, married and living with family and have a job experience of more than 15 years in the

organization. It could be fairly assumed that their responses are fair, genuine and reasonable,

considering their age, status and job experience.

2. As it is found in Table 3.5, a majority of (47%) feel that physical environment of workplace

is of course a cause for stress. A good environment free of pollution, heat and noise and

presence of other amenities creates a congenial atmosphere which eliminates stress.

3. As it is seen in Table 3.6, a majority of (38%) agreed that pressure of time to complete a job

is a cause for stress. However about (36%) neither agreed nor disagreed with this. This

may be due to heavy workload to some of the respondents at peak periods and also due to

allocation of different type of jobs to different respondents at different levels. Thus, it can be

said that, very heavy workload is not prevailing in the organization at all times and hence, it

cannot be the stress factor.

4. As it is seen in Table 3.7, 38% of the respondents agreed that Lack of cooperation is cause

for stress and 14% of them disagreed that to be a reason. However another 38% of the

respondents neither agreed nor disagreed with this reasoning. As the percentage of

disagreement is on the lesser side, it could be said that lack of cooperation among co workers

is a contributing factor for stress.

5. As it is seen in Table 3.8, majority (65%) of the respondents agreed that maintaining friendly

relationship with colleagues creates a congenial atmosphere and helps them to avoid stress.

6. As it is seen in Table 3.9, majority of (66%) agree that cooperation among subordinates helps

them to avoid a stressful atmosphere.

7. As it is observed in Table 3.10, a majority of (64%) agreed that openness of superiors to

receive ideas and suggestions from their subordinates always helps in creating a happy and

satisfied atmosphere, which avoids stress.

8. As it is seen I n Table 3.11 that a majority of 41% agreed and another 6% strongly agreed

that creating a good impression on superiors, by sincere and hard work , paves way for

promotional opportunities in the organization.

9. As it is seen in Table 3 .12, only 22% of the respondents felt that emotional drain or mental

depression is a contributing factor for stress. Around 40% neither agreed nor disagreed.

Hence it could be said that emotional drain is not a contributing factor for stress.

10. As it is found in Table 3.13, a majority 50% of the respondents felt that they did not fear

that their job is insecure in the organization . As such majority of them are satisfied about

their job security and did not fear dismissal at any time. Hence it is not a factor for stress.

11. It is observed in Table 3.14, that a majority of 52% of the respondents have said that there

does not exist exploitation of women employees by male counterparts at their work place.

It is a homely atmosphere. Hence not a contributing factor for stress for women employees.

12. It is observed from Table 3. 15, a vast majority of 74% of the respondents agreed that the

management is very much interested in the welfare of its employees. Another 14% of them

also strongly agreed to the point. As such it could be said that management policy towards

its employees welfare is well established in there organization and it is not a cause for stress.

13. It is also observed from Table 3.16, that a majority of 72% agree that the management is

very much interested in the welfare of their family members . It shows the existence of very

good labour welfare policies in the organization. The employees are a positive happy lot.

14. It is noted in Table 3.17, a majority of 78% of the respondents felt that their job allocation

rightly meets their interested in the field. Hence it is not a contributing factor for stress.

15. It is observed in Table 3.18, that a majority of 54% of the respondents agreed to the existence

of a very good communication system in the organization and another 30% also strongly

agreed to this factor. A good communication system also helps to maintain a happy

atmosphere in the company. Here it is not a contributing factor for stress.

16. It is happy to note from Table 3.19, that a majority of 61% of the respondents agreed that

their pay scale is very fair and good. Hence it is not a factor contributing to stress.

17. It is obsevered from Table 3.20, a majority of 65% of respondents agreed that they have a

very good promotional opportunity in the organization. It is a satisfying aspect and not a

cause for stress.

18. It is found from Table 3.21, that a majority of 70% of the respondents agree the organization

has a good and fair performance appraisal system in place. This helps them to identify their

capacity and improve the same. Hence not a contributing factor for stress.

19. It is observed from Table 3.22, that a majority of 57% of the respondents neither agreed not

disagreed that they are overburdened with work unfairly. Again another 34% disagreed.

Hence workload is not a cause for stress.

20. It is observed from Table 3.23, that a majority of 52% neither agreed nor disagreed that

contradictory expectations of results are not expected out of them by superiors. Another 34%

disagreed with the view point.

21. It is observed from Table No.3.24, a majority of 44% of the respondents neither agreed or

disagreed to the view that inadequate resources to do a job is a contributing factor for stress.

Another 32% disagreed and stated that adequate resources were always available. Hence not

a cause for stress.

22. It is noted from Table.3.25, a majority of 73% agreed that their personal health problems are

of course a cause for stress.

23. It is observed from Table 3.26, that a majority of 59% of the respondents agreed that sports

and physical activities always helped them to avoid stress to a great extent.

24. It is noted from Table 3.27, a majority of 56% agree that a poor sleep cycle is a cause for

stress.

25. It is observed from Table 3.28; a majority of 41% neither agreed nor disagreed to the view

that spending lei use time with pets help them to avoid stress. About 23% agreed to the view.

Hence it may be surmised that it helps them to certain extent to avoid stress.

26. It is noted from Table 3.29, that a majority of 46% agree that involvement in hobbies help

them to reduce stress. Another 13% also strongly agreed to the view. Hence hobbies help us

to avoid stress.

27. It is noted from Table 3.30 that a majority of 38% agreed and another 38% disagreed that

Saturdays and Mondays are stressful days. From this it can be presumed that all days count

the same for respondents as far as stress factor is concerned

28. It is observed from Table 3.31, that a majority of 60% of the respondents agree that sharing

their problems and feelings with family members and friends always help them to reduce

stress.

29. It is noted from Table 3.32 that a majority of 53% of the respondents always felt that

listening to music help them to manage stress.

30. It is observed that Table 3.33, that a majority of 46% agreed that involvement in games and

exercise help them to reduce stress.

31. It is noted from Table 3.34 that a majority of 47% of the respondents felt that involvement in

hobbies help them to contain stress.

32. It is noted from Table 3.35 and a majority of 47% neither agreed nor disagreed to the idea

that counselling by professionals help them to distress. May be it is due to the fact that the

respondents have not undergone such a counselling so far.

33. It is observed from Table.3.36, that a majority of 40% of the respondents felt that a proper

sleep helps them to de-stress.

34. It is felt from Table.3.37, that 27% of respondents disagreed that yoga & meditation

releases them of stress.

35. It is understood from Table.3.38 that a majority of 40% strongly disagreed and another 27%

just disagreed that alcohol and smoking helps in reducing stress.

36. It is known from Table.3.40 that a majority of 56% of respondents have not attended any

stress management programme

37. It is noted from table 3.41 that a majority of 61% of the respondents are willing to attend

stress management programme

38. It is found that there is significant difference in the opinion towards the work environment

between the respondents belonging to various age groups

39. It is found that there is no significant difference in the opinion towards the organization


40. It is found that there is no significant difference in the opinion towards the health habits


41. It is found that there is significant difference in the opinion towards the work environment


42. It is found that there is no significant difference in the opinion towards the organization


43. It is found there is no significant difference in the opinion towards the health habits between

the respondents belonging to married and unmarried groups.

5.2 SUGGESTIONS

People working in any organization experience stress. High level of stress leads to

unsatisfactory work , absenteeism and banding of job which also includes psychological

reactions such as anxiety, sadness, etc. and physiological illness such as headache, blood

pressure, etc. The effects of stress on workers affect employers as much as the employees

themselves. Employers can prevent extended sick leave due to stress through

management training and leadership development.

The organization may bring in EAPs ( Employee Assistance Programs ) that support

issues related to work and family life. EAP should provide the employees, as well as

their immediate families, with counselling and consultation services. It includes training

and counselling programs both in house and outside campuses.

The stress-prevention policy that an employer chooses, should have the following key

elements,

A clear statement to show commitment to promote health and well-being for all

employees.

Constant reviews to ensure the policies maximize employee well-being.

Outline the support and services your organization offers. For example, your

company may have a work-life balance initiative in place. These are benefits,

policies, or programmers that help balance out job demands and a healthy life outside

work place. They can include

Childcare services;

Family leave policies;

Employee assistance /fitness programmes

Programmes of this kind can work effectively to retain staff, improve morale, reduce

sickness absence and increase productivity and commitment.

Next, emotional Intelligence is the ability to manage and use their emotions in

positive and constructive ways. It’s about communicating with others in ways that

draw people to you, overcome differences, repair wounded feelings, and defuse

tension and stress. It is to bring in the habit of self awareness, self management¸

social awareness and relationship management. The management should take efforts

to train their executives to attain these qualities.

Business leaders agree that new approaches are needed to reduce employee stress,

which they see as a major drain on corporate productivity . Stress management

seminars, exercise programs, smoking and alcohol cessation, nutrition programs and

other health-related activities always help many employees to manage the stress

levels.

Employees are expected consistently to expend high levels of mental and /or physical

energy (high effort), and feel they receive inadequate compensation or

acknowledgement of their efforts in terms of status, financial gain or career

advancement (low reward).

Obtaining useful information simply by asking employees how they feel about

demands, controls, efforts and rewards. If large proportions score at the extreme end

of these factors, action is called for. Rewards are not restricted to money.

Recognition, status and appreciation are also significant.

Soliciting and using employee input on decisions affecting space, design of

workstations, lighting , cooling and general efficiency and safety can provide a sense

of control.

Feedback on his performance can be regularly delivered to the executives so that their

performance and hence the job satisfaction gets improved which will relieve them

from stress to a greater level at workplace.

Proper delegation of work to the supervisors should be carried out by respective

heads of the departments.

Timely motivations by the immediate superiors/heads of the departments should be

adopted which will positively reflect in increased job commitment and productivity of

the executives.

Special counselling shall be given to the functional departments where the staff has to

manage both the machines and men, which will relieve the executives of stress.

A work plan chart for each executive maintained and updated in each department

daily will ultimately reduce the workload and unfair distribution of work.

CONCLUSION

STRESS MANAGEMENT is the ability to maintain control when situations, people, and

events make excessive demands. To manage this one must set realistic goals for him. He

must reduce the number of events going on in his life and reduce the unwanted and

unimportant work load. One must try to prioritize a few truly important things and let the rest

slide. He should focus on one troublesome thing and focus his reactions to it. One must

understand that lack of rest always aggravates stress. As such, work off stress with physical

activity, whether it is jogging, tennis, gardening or involving in any other hobbies in which

he is interested. One must try to develop a positive attitude and send himself messages as to

how well he can cope rather than how horrible everything is going to be . Support from

family members, friends and community has a big impact on how one experience stress.

Support means having the love, trust and advice of others. Seeking such support doesn’t

mean you are weak

BIBLIOGRAPHY

1. Anschuetz, B.L. “The High Cost of Caring: Coping with Workplace Stress” in

Sharing: Rpilrpdy Ontario. Posted 29 November 1999.

2. Fred Luthans, “Organizational Behaviour”, (eighth edition), McGraw-Hill

International Edition (Pg. No.330).

3. Leslie C. Reisner, Ph.D., “An introduction to stress management”, [email protected].

4. Murphy, L.R., Occupational Stress Management: Current Status and Future Direction in Trends in Organizational Behaviour, 1995, Vol. 2., p. 1-14.

5. “Stress management for the health of it”, April 2002 Clemson University Cooperating with the U.S. Department of Agriculture and South Carolina Countries; and “NIDA Community Drug Alert Bulletin: Stress and Substance Abuse”, January 2002 – National Institute on Drug Abuse.

6. Fink, G. (2000) “Stress, definitions and concepts of”. Encyclopaedia of stress, Academic, New York.

7. Naidoo, S., and Pau, A. (2008). Emotional intelligence and perceived stress. Vol.63 (3), 148-51.

8. Moorhead, G. and Griffin, R.W. (1995) Organizational Behaviour: Managing People and Organizations, Houghton Miflin Co., Boston, MA.

9. http;//www3.about-stress-release.com/stress.xml

10. www.lakshmimac.com

11. www.businessballs.com/stressmanagement.htm

QUESTIONNAIRE

Study on ‘stress management among supply chain management and manufacturing staff ’

The purpose of the present investigation is to study the Job Stress among the employees in

some of the departments in a manufacturing industry. There is no right or wrong answers. The

success of the study would totally depend on frank responses. Your response would be treated in

total confidence

Ms.Priyanka.S II nd year MBA student

PERSONAL PROFILE

Name (optional) :

Age group : 20- 25 Yrs 25-30 Yrs 30-35 Yrs Above 35 Yrs

Marital status : Married / Unmarried

Experience : 0 to 5 Yrs 5 to 10 Yrs 10 – 15 Yrs above 15 Yrs

Designation : Deputy Engineer /Engineer

Senior Engineer / Superintendent Deputy Manager/ Manager

WORK ENVIRONMENT

1. Physical environmental problems in the work place cause stress (temperature, Poor lighting, dust, noise etc.,) in me.

Strongly Agree Agree Neutral Disagree Strongly Disagree

2. Time pressure to complete work is a reason for stress and related problem


3 Lack of cooperation among co-workers in office causes stress Strongly Agree Agree Neutral Disagree Strongly Disagree

4 Me and my colleagues share friendly relationship with one another


5 My subordinates are co-operative and we work as a team


6 My boss is open to ideas & suggestions and is very supportive


7 Being liked by superiors / making good impression, usually influence promotional Opportunities


8 I feel emotionally drained by my work


9 I have a feeling that I can get fired from my job, without much cause Strongly Agree Agree Neutral Disagree Strongly Disagree

10 I feel that working women are prone to exploitation from male counterparts at work place Strongly Agree Agree Neutral Disagree Strongly Disagree

ORGANIZATION 11 Our management is really interested in the welfare of the employees Strongly Agree Agree Neutral Disagree Strongly Disagree

12. The organization is very much concerned about our family and has supportive family Welfare policies Strongly Agree Agree Neutral Disagree Strongly Disagree

13. The nature of job in the organization is related to my interest Strongly Agree Agree Neutral Disagree Strongly Disagree

14 The organization has an effective communication system Strongly Agree Agree Neutral Disagree Strongly Disagree

15 I feel my salary & other benefits are fairly paid Strongly Agree Agree Neutral Disagree Strongly Disagree

16 Ample promotional opportunities are available in my organization Strongly Agree Agree Neutral Disagree Strongly Disagree

17 Training and development programs help to cope up with new technology and this in turn Reduces stress Strongly Agree Agree Neutral Disagree Strongly Disagree

18 The current performance appraisal system helps the employees to know the strength & weaknesses Strongly Agree Agree Neutral Disagree Strongly Disagree

19 I feel overburdened in my work? Strongly Agree Agree Neutral Disagree Strongly Disagree

20 I am bothered with the contradictory expectations from my immediate superiors Strongly Agree Agree Neutral Disagree Strongly Disagree

21. I receive an assignment without adequate resources & materials to execute the job Strongly Agree Agree Neutral Disagree Strongly Disagree

HEALTH & PERSONAL HABITS

22. Health problems such as BP, Diabetics, Ulcer, Headache Etc., cause stress Strongly agree Agree Neutral Disagree Strongly disagree

23 Involving oneself regularly in sports & physical activates reduce stress Strongly agree Agree Neutral Disagree Strongly disagree

24 A Poor sleep pattern of less than 8 hours a day causes stress Strongly agree Agree Neutral Disagree Strongly disagree

25 Spending some leisure time with pet animals at home relieves stress Strongly agree Agree Neutral Disagree Strongly disagree26 Involving in hobbies such as Reading, Gardening, painting etc., reduces Stress Strongly agree Agree Neutral Disagree Strongly disagree

27 Saturday and Monday happens to be the most stressful days of the week Strongly agree Agree Neutral Disagree Strongly disagree

28 How do you ease your stress?Items Strongly

agreeAgree Neutral Disagree Strongly

disagree

i. Share with my spouse. Friends/family

i. Prefer to listen to music

ii. Exercise and games

iii. Involve in hobbies

iv. Seeking counseling

Vi Sleep

Vii Practicing Yoga /meditation Viii Take alcohol/smokingIx fight/argue

X Watching movies/TV

29 Have you attended any stress management programme? YES No 30 Would you like to attend any programme on stress management? YES NO

Any suggestions to effectively manage stress

stress management

Documents

respondents lack

respondents experience

respondents designation

respondents feelings

project work

department declaration

s assistant professor

s faculty guide