A STUDY ON STRESS MANAGEMENT OF EMPLOYEES

PROJECT REPORT

With reference to

GENPACT

Submitted in partial fulfillment for the award of degree of

Master Of Business Administration
SRI INDU INSTITUTE OF MANAGEMENT

By

P. SHARADA
ROLL NO: 2152-18-672-086

Under the guidance

Of
PROF. Dr. N. BHASKAR RAO

SRI INDU INSTITUTE OF MANAGEMENT

sheriguda, ibrahimpatnam, hyderabad.
 CONTENTS

CHAPTER SUBJECTS PAGE

NO
I INTRODUCTION TO THE STUDY OF
STRESS MANAGEMENT
 DEFINITION OF THE STUDY
 NATURE OF THE STUDY
 SCOPE OF THE STUDY
 OBJECTIVES OF THE STUDY
 ADVANTAGES OF THE STUDY
 DISADVANTAGES OF THE STUDY

II INDUSTRY & COMPANY PROFILE

III REVIEW &LITERATURE

IV DATA ANALYSIS & INTERPRETATION
V FINDINGS
SUGGESTIONS
CONCLUSIONS
BIBLIOGRAPHY
 CHAPTER - I
INTRODUCTION TO THE STUDY OF STRESS
MANAGEMENT
INTRODUCTION:
Stress is a part of day-to-day living of every
individual. The college students may experience stress in
meeting the academic demands, people on the job, business
men may suffer stress to reach office in time and to complete
the projects on time and even the house hole ladies may
experience stress in managing the home affairs and to look for
the maid servant. The reasons for the stress differ from person
to person. The stress people experience should not be
necessarily treated as harmful. An optimum amount of stress
can always act as an energizer or motivator and propel people
to apply the efforts and complete the work. But a high level of
stress can be serious threat to the personality trails of the
individual and can cause physiological and social problems.

DEFINITION OF THE STUDY:

Stress
management is a process for
controlling an individual’s
level of stress. Stress
management may include
practicing daily meditation,
identifying relaxing activities
or a combination of multiple
techniques. Stress management is important because chronic
stress can wreak havoc on your body’s immune system and
contribute to health problems such as tension headaches,
migraine headaches, insomnia, weight gain, depression,
anxiety, digestive problems, and even heart disease.
NATURE OF THE STUDY:
1. Stress is a Neutral Word:

Stress is not bad in itself. But when stress is created

by undesirable outcomes, it becomes Distress. On the other
hand, if it is created by desirable and successful effects it is
called Eustress.
2. Stress is Associated with Constraints and Demand:

Constraints prevent an individual from doing what

he or she desires. If a person wants to buy something, but he
does not have the necessary cash, it is a constraint. Demands
refer to the loss of something desired. If a person wants to go
and watch a movie, but he is unable to do so because of
pressing official work, it amounts to a demand.
3. Two Conditions are Necessary for Potential Stress:

(i) Uncertainty over the outcome, and

(ii) Outcome must be important.

Stress is usually very high when there is uncertainty

over the outcome and the outcome is very significant. Both
these conditions are necessary. If there is no uncertainty but
the outcome is significant, there will not be any stress. On the
other hand, if there is uncertainty, but the outcome is not
significant, there will again be no stress.
SCOPE OF THE STUDY:

The scope of this research would be to identify the

stress the employees at different levels face in the organization
and how much mentally they are fit to face this kind of stress.
To learn the ways the organization deals to handle the kind of
stress the employees face. To know how the organization gets
affected due to the stress faced by the employees.

OBJECTIVES OF THE STUDY:

 To identify the factors causing stress among the

employees.

 To find out the level and kind of stress among the

employees, of different age group.

 To study about the effect of stress on employee.

 To identify pressures at work which lead to physical

disorders.

 To enable business strategy.

 To achieve an organization business goals.

 To undergo an in-depth study about the stress among the

employees.

 To identify the coping strategies to manage stress.

ADVANTAGES OF STRESS MANAGEMENT:

1) Business advantages of stress management:

 Less absenteeism due to stress-related disorders.

 Less worker’s compensation loss due to stress-related

illness or accidents.

 Improved job performance.

 Improved employee attitude.

2) Health advantages of stress management:

 Decreased stress-related symptoms.

 Improved sleep.

 Decreased anxiety.

 Decreased use of medication.

 Decreased pain, increased ability to manage pain.

 Increased ability to relax physiologically.

 Increased sense of control and improved self-esteem

DISADVANTES OF THE STUDY:

Stress is a disadvantage because it can potentially

raise your heart rate and weaken your immune system. Also, it
can be a fact or in poor decision – making because under
stress we may not think logically or consider the
consequences of the choices we make.
 CHAPTER – II
INDUSTRY & COMPANY PROFILE
Who is Genpact?

Genpact is a global professional services firm that makes

business transformation real. We drive digital-led
innovation and digitally-enabled intelligent operations for
our clients, guided by our experience running thousands of
processes primarily for Global Fortune 500 companies. We
think with design, dream in digital, and solve problems with
data and analytics. Combining our expertise in end-to-end
operations and our AI-based platform, Genpact Cora, we
focus on the details – all 87,000+ of us. From New York to
New Delhi and more than 25 countries in between, we
connect every dot, re imagine every process, and reinvent
companies’ ways of working. We know that reimagining
each step from start to finish will create better business
outcomes. Whatever it is, we’ll be there with you –
accelerating digital transformation to create bold, lasting
results – because transformation happens here.

Genpact began in 1997 as a business unit within General

Electric. In January 2005, Genpact became an independent
company to bring our process expertise and unique DNA in
Lean management to clients beyond GE, and than in August
2007, we became a publicly-traded company. Bain Capital
became Genpact’s largest shareholder in November 2012,
with the strategic objective to grow the company further.
Since December 31, 2005, we have expanded from 19,000+
employees and annual revenues of US$491.90 million to
87,000+ employees and annual revenues of US$3.00 billion
as of December 31, 2018.

BRIEF HISTORY OF GENPACT:

Generating Impact Since 1997

Genpact’s unique heritage is unlike that of any other

business services provider in the world. We began
operations in 1997 with 20 employees and the pioneering
vision of our founder and former President and CEO
Pramod Bhasin, who transformed a pilot project of running
GE Capital’s back-office services operations into one of the
first large-scale captive companies in the world, GE Capital
International Services (GECIS).

Our initial charter was to provide business process

services to GE Capital’s businesses globally, with the goal
of enabling outstanding process efficiencies and
operational effectiveness. We did that and more – from
building infrastructures brick-by-brick in multiple cities in
India, to hiring and training tens of thousands of young
people eager to work, including providing unprecedented
employment opportunities to women. During the eight years
that followed, we earned the opportunity to manage a wide
range of processes across all of GE's financial services in
addition to there manufacturing businesses globally. Given
GE’s widespread adoption of Lean and Six Sigma, we built
our strong foundation by applying these principles to the
business processes we were running.

In January 2005, we became an independent company to

bring our process expertise to clients outside of GE, and
changed our name from GECIS to Genpact ("generating
global impact"). In August 2007, Genpact completed a
successful IPO and was listed on the NYSE under the
symbol 'G.' From 2007-2010, Genpact became increasingly
global, growing our employee base 33% and adding sites in
six new countries.

From 2010 onwards, the company's center of gravity –

defined as senior leaders' location – moved steadily
westwards, resulting in a very significant presence in
Europe and in the US. The company’s New York City
location became the de facto key corporate office. Bain
Capital became Genpact’s largest shareholder in November
2012, igniting a new phase of growth that started with a
clear definition of our solution portfolio, improvement of
our client relationship front end, as well as a deepening of
domain expertise and related bench of subject matter
experts.

We are now a global professional services firm that delivers

digital-led innovation and digitally-enabled intelligent
operations for our clients, primarily Global Fortune 500
companies and some of the world’s largest brands. Our
Genpact Cora digital platform delivers leading digital
technologies with optimal customer experience at its core.
We continue to innovate with our clients and growing
ecosystem of partners.

Let's get started.

 CHAPTER- III
REVIEW OF THE LITERATURE
STRESS AT WORK PLACE:
Stress at Workplace Stress at workplace is often
referred to as ‘occupational stress’. The basic rationale
underpinning the concept is that the work situation has certain
demands, and that problems in meeting these can lead to
illness or psychological distress. Occupational stress is a
major health problem for both individual employees and
organizations, and can lead to burnout, illness, labour turnover,
absenteeism, poor morale and reduced efficiency and
performance. Hence, stress is considered as one of the
contributing factors that influenced the efficiency,
absentegism, increase in health care costs and other
unfavourable results that associated with specific situations,
characteristics of the work environment, and individual
perceptions and reactions in the context of the workplace.

According to Lazarus and Folkman (1984), stress occurs

when the demands that are being placed upon a person tax or
exceed available resources as appraised by the individual
involved. When a stressful situation actually occurs, one often
forgets all of the knowledge obtained on stress and how to
effectively manage it. Such a response is part of being human
since man is vulnerable like all other living things.

Abrahamsson (2000) explained that working environment

problems should be regarded as production problems in order
to achieve the economic gains. Human suffering and economic
losses (the loss of man power and productivity, increased cost
towards medical expenses, compensation and other hidden
liabilities such as replacement labour and modification of
workplace) are the constant reminders to implement better
organizational work design, planning of work time, work safety
standard and control technologies (Nag and Patel, 1998).

Gray (2000) stated that occupational health experts and

others concerned with employee health and medical expenses
are beginning to recognize that the hidden costs of stress are
enormous. Apparently work-related stress is estimated to be
the biggest occupational health problem in the United Kingdom
(UK), after musculoskeletal disorders such as back problems
and stress related sickness absences cost an estimated £4
billion annually.
 CHAPTER- IV
DATA ANALYSIS & INTERPRETATION
1. MAIN CAUSES OF STRESS:
2. Perception of Employees of Different age groups about
Stress.

INTERPREATION:
From the above graphical representation it has been
found that the age group of 30-39, 40-49 and 50-59 (65%) are
having more workload than the employees aged between 20-29.
The employees with age group of 30-39 are having more
stress on facing the Meeting targets than the other age group.
Finally the performance anxiety is more to the 20-29 age
group and it is negligible in 50-59 aged employees.
3. Perception of experienced employees about stress

1. WORK LOAD 2.MEETING TRAGETS

3.PERFORMANCE ANXIETY
INTERPRETATION:
It has been found that 88% of employees with more
than 10 years of experience are facing more workload when
compared to 71% of 5-10 years and 50% 1-5 years. But
employees with more than 10 years of experience are facing
less stress in meeting targets as that of 5-10 years the
difference is very minute. It has been found that the 33% of
those having more than 10 years and 1-5 years of experience
face more performance anxiety.
4. SOURCES OF STRESS AT WORK REPORTED BY
EMPLOYEES.

This statistic displays the reasons for stress at work

among employees. Of those surveyed, 31 percent of
respondents reported that people issues at work were a source
of stress. High levels of stress sustained for a long period can
lead to impacts on both physical and mental health, which can
also lead to impacts on the immune system. Work is a one of
the most commonly reported sources of stress in adults.
5. EMOTIONAL EFFECTS OF STRESS.

6. PERCEPTION OF EMPLOYEES ABOUT STRESS

ACCORDING TO THEIR DESIGNATIONS.
CHAPTER – V
FINDINGS
SUGGESTIONS
CONCLUSION
BIBILIOGRAPHY
 FINDINGS:
 It has been found that 58% of the employees among the total
employees in the organization are undergoing stress and
these are officers and asst. Managers.
 It has been found that the employees in the age group of 20-
29 are facing more health problems than the higher age
headache. This is because the employees of this age are
undergoing more stress compare to higher age group due to
factors like work load, meeting targets and performance
anxiety.
 It is observed that though the employees in the age group of
30-39 are facing stress than the employees in the age group
40-49. Still they are able to maintain better inter personal
relationship with their peers, subordinates and superiors.
 It has been found that employees in the age group of 30-39
wanted a few changes at work place to reduce the stress like
timely targets, distributed work load and periodic relaxation
because they feel that it is too concentrated and the time to
meet these targets is highly insufficient.
 It is observed that 95% of the employees are comfortable
with the working environment in which they are working.
 It is observed that the 99% of employees agree that the work
stress management techniques will improve the morale of
the employees.
 It has been found that most of the organization has the
opinion to take into consideration the employees while
implementing the stress management techniques taken by
the HR dept.
 SUGGESTIONS:
 It has recommended to the company that if stress
management techniques are initiative then the average
health of the employees will be better and he will be able to
better cope with stress, then by the level and degree of
performance of the employee will improve.
 It is recommended that the company should give one task at
a time and give sufficient time in meeting the targets so that
the employee performs his best without any stress.
 It is recommended that it should focus more in giving stress
management techniques to the age group of 20-29 probably
due to inexperience.
 It is recommended to the company to take appropriate
measures in identifying and arresting the psychological
problems, then the health related problems would also come
down. As psychological has a direct impact on health, the
performance of employee will improve.
 It is recommended to the company that it should conduct
frequent health check ups gauges the health level of
employees from time to time. If the health of the employee is
fine then it can inferred that the degree of stress in the
organizations less or negligible.
 It is recommended to the company to conduct frequent
recreational programs like get together in departments
concerned, parties on occasions like the birthdays of the
employees, on the achievements of any particular
department, cultural activites, sports pleasure trips etc.
CONCLUSION:
Stress in the work place has become the black
plague of the present century. Much of the stress at work is
caused not only by work overload and time pressure but also
by lack of rewards and praise, and more importantly, by not
providing individuals with the autonomy to do their work as
they would like.
Organization must begin to manage people at work differently,
improve physical work environment, treat them with respect
and value their contribution. If we enhance the psychological
well being and health of the employees,the organizational
revenue increases and there is employee retention as well..
Because it is said that,

“A Healthy Employee is a Productive Employee”

BIBLIOGRAPHY:
BOOKS:

1. Bond M. (1988) Stress and Self Awareness: a Guide for

Nurses, Heinemann.

2. Bradley D. (2000) Hyperventilation Syndrome, Kyle Cathie

Ltd.

3. Brookes D. (1997) Breathe Stress Away, Hollanden

Publishing.

WEBSITES:
1. http://www.stress.about.com
2. http://helpguide.org/mental/stress_signs.htm
3. http://www.medicinenet.com/stress/article.com