A STUDY ON STRESS MANAGEMENT AMONG EMPLOYEES AT RACK ENTERPRISE (P) LIMITED, CHENNAI

INTRODUCTION AND DESIGN OF THE STUDY

1.1 INTRODUCTION: Stress is a term in psychology and biology, borrowed from physics and engineering and first used in the biological context in the 1930s, which has in more recent decades become commonly used in popular. It refers to the consequence of the failure of an organism human or animal to respond adequately to mental, emotional or physical demands, whether actual or imagined. In todays changing and competitive work environment, stress level is increasing both in the workers as well as the managers. As a result of this work stress, more and more managers are showing signs of chronic fatigue and burnout. Research has concluded that stressed out managers are not good for their companies or shareholders. In most cases, stress leads to reduced productivity. Stress is a problem in almost all the countries of the world, irrespective of whether the economy is strong or weak. Therefore, it become very essential to include Work stress as one of the chapters in studying human behavior, because we must know what is actually stress, What are the causes of stress. What are its consequences and then, what should be done to reduce it? Job stress is a chronic disease caused by conditions in the workplace that negatively affect an individuals performance and/or overall well-being of his body and mind. One or more of a host of physical and mental illnesses manifests job stress. In some cases, job stress can be disabling. In chronic cases a psychiatric consultation is usually required to validate the reason and degree of work related stress.

1.2 THEORITICAL FRAMEWORK MEANING: Stress refers to the strain from the conflict between our external environment and us, leading to emotional and physical pressure. In our fast paced world, it is impossible to live without stress, whether you are a student or a working adult. There is both positive and negative stress, depending on each individuals unique perception of the tension between the two forces. Not all stress is bad. For example, positive stress, also known as eustress, can help an individual to function at optimal effectiveness and efficiency. DEFINITION: The most commonly accepted definition of stress (mainly attributed to Richard S Lazarus) is that stress is a condition or feeling experienced when a person perceives that demands exceed the personal and social resources the individual is able to mobilize. In short, it's what we feel when we think we've lost control of events. This is the main definition used by this section of Mind Tools, although we also recognize that there is an intertwined instinctive stress response to unexpected events. The stress response inside us is therefore part instinct and part to do with the way we think.

TYPES OF STRESS: Every one of us would probably experience different types of stress at one time or another. It could be some personal stress arising in the work place, strained family relationships with teenage children, emotional stress caused by financial problems, post traumatic disorders after an unhappy event like an accident or even feeling stress when you are on holiday All these various types of stress and many more can however be group into following main types of stress.

Acute (short-term) stress: It is the body's instant response to any situation that seems demanding or dangerous. Your stress level depends on how intense the stress is, how long it lasts, and how you cope with the situation. Most of the time, your body recovers quickly from acute stress. But stress can cause problems if it happens too often or if your body doesn't have a chance to recover. In people with heart problems, acute stress can trigger an abnormal heartbeat (arrhythmia) or even a heart attack. Chronic (long-term) stress It is caused by stressful situations or events that last over a long period of time. This could include having a difficult job or dealing with a chronic disease. If you already have a health problem, stress can make it worse. Eustress: Have you ever (I'm sure you have) felt: - The thrill and excited feeling while watching a horror movie - The feeling of excitement when you won a game or race - The excitement when you bought your first car - The accomplishment of a challenge - The proud feeling of being a first time parent - The happy feeling of being loved - The excitement of going for a holiday These feelings sure make us feel good and they are the so-called "good stress" or "positive stress". They are able to exert a healthy effect on you. It gives one a feeling of fulfillment or contentment and also makes one excited about life. Unfortunately, it is a type of stress that only occurs for a short period of time. Eustress is also often called the curative stress because it gives a person the ability to generate the best performance or maximum output. Distress: Just like everything in life, when there is good or positive stress, there is also "bad" or "negative stress". This type of stress is the opposite of Eustress and its called Distress. 3

Distress is a negative stress. It is a stress disorder that is caused by adverse events and it often influences a persons ability to cope. Some events leading to distress are: -Death of a loved one -Financial problems -Heavy work responsibility and workload -Strained relationship -Chronic illnesses Distress can be classified further as acute stress or chronic stress. Acute stress is short-lived while chronic stress is usually prolonged in nature. Hyper stress: When a person is pushed beyond what he or she can handle, they will experience what we called hyper stress. Hyper stress results from being overloaded or overworked. Its like being stressed out. When someone is hyper stressed, even little things can trigger a strong emotional response. People who are most likely to suffer from hyper stress are: - Working mothers who have to multi-task, juggling between work and Family commitments - A Wall Street trader who are constantly under immerse tension - People who are under constant financial strains. - Generally people working in fast pace environment. Hypo stress: Hypo stress stands in direct opposite to hyper stress. That is because hypo stress is one of those types of stress experienced by a person who is constantly bored. Someone in an unchallenging job, such as a factory worker performing the same task over and over, will often experience hypo stress. The effect of hypo stress is feelings of restlessness and a lack of inspiration.

CAUSES OF WORKPLACE STRESS: Job stress may be caused by a complex set of reasons. Some of the most visible causes of workplace stress are: Job Insecurity: Organized workplaces are going through metamorphic changes under intense economic transformations and consequent pressures. Reorganizations, takeovers, mergers, downsizing and other changes have become major stressors for employees, as companies try to live up to the competition to survive. These reformations have put demand on everyone, from a CEO to a mere executive High Demand for Performance: Unrealistic expectations, especially in the time of corporate reorganizations, which, sometimes, puts unhealthy and unreasonable pressures on the employee, can be a tremendous source of stress and suffering. Increased workload, extremely

long work hours and intense pressure to perform at peak levels all the time for the same pay, can actually leave an employee physically and emotionally drained. Excessive travel and too much time away from family also contribute to an employees stressors. Technology: The expansion of technologycomputers, pagers, cell phones, fax machines and the Internethas resulted in heightened expectations for productivity, speed and efficiency, increasing pressure on the individual worker to constantly operate at peak performance levels. Workers working with heavy machinery are under constant stress to remain alert. In this case both the worker and their family members live under constant mental stress. There is also the constant pressure to keep up with technological breakthroughs and improvisations, forcing employees to learn new software all the times. Workplace Culture: Adjusting to the workplace culture, whether in a new company or not, can be intensely stressful. Making one adapt to the various aspects of workplace culture such as communication patterns, hierarchy, dress code if any, workspace and most importantly working and behavioral patterns of the boss as well as the co-workers, can be a lesson of life.adjustment to workplace cultures may lead to subtle conflicts with colleagues or even With superiors. In many cases office politics or gossips can be major stress inducers. 5

Personal or Family Problems: Employees going through personal or family problems tend to carry their worries and anxieties to the workplace. When one is in a depressed mood, his unfocused attention or lack of motivation affects his ability to carry out job responsibilities. HOW STRESS AFFECTS THE BODY: Common symptoms of stress include: A fast heartbeat. A headache. A stiff neck and/or tight shoulders. Back pain. Fast breathing. An upset stomach, nausea, or diarrhea.

Over time, stress can affect Heart. Stress is linked to high blood pressure, abnormal heartbeat (arrhythmia), blood clots, and hardening of the arteries (atherosclerosis). It's also linked to coronary, heart attack, and heart failure. Muscles. Constant tension from stress can lead to neck, shoulder, and low back pain. Stress may make rheumatoid arthritis worse. Stomach. If you have stomach problems, such as gastro esophageal reflux disease (GERD), peptic ulcer disease, irritable bowel syndrome, or ulcerative colitis, stress can make your symptoms worse. Reproductive organs. Stress is linked to low fertility, erection problems, during pregnancy, and painful menstrual periods. Lungs. Stress can make symptoms of asthma and chronic obstructive pulmonary disease (COPD) worse. Skin. Skin problems such as acne and psoriasis are made worse by stress.

HOW STRESS AFFECTS YOUR THOUGHTS AND EMOTIONS: You might notice signs of stress in the way you think, act, and feel. You may: Feel cranky and unable to deal with even small problems. Feel frustrated, lose your temper more often, and yell at others for no reason. Feel jumpy or tired all the time. Find it hard to focus on tasks. Worry too much about small things. Feel that you are missing out on things because you can't act quickly. Imagine that bad things are happening or about to happen.

STRESS MANAGEMENT: Stress management is the amelioration of stress and especially chronic stress often for the purpose of improving everyday functioning. Stress produces numerous symptoms which vary according to persons, situations, and severity. These can include physical health decline as well as depression. According to the St. Louis Psychologists and Counseling Information and Referral, the process of stress management is one of the keys to a happy and successful life in modern society. Although life provides numerous demands that can prove difficult to handle, stress management is the best way to manage anxiety and maintain overall well-being.

1.3 STATEMENT OF THE PROBLEM: Stress exists in every aspect of life. The demands of meeting the required production and added to this factor, things such as job repetition, potential job dissatisfaction, poor ergonomics or low pay results in higher level of stress. This operations topic focuses on various approaches to managing stress. Raising the pay isnt necessarily the solution. The present study is to make an attempt to mainly identify the level of stress due to the working conditions, sources of stress, its consequences and the steps taken by an organization to manage stress in the work place.

1.4 REVIEW OF LITERATURE: In the seventh century, stress was used to mean hardship, straits, adversity or affliction. In the eighteenth and nineteenth centuries, the use of the word stress changed to indicate, strain, pressure, force or strong effort. More recent dictionary definitions actually associate the term stress with disease: suffered by managers etc: subject to continual stress (Oxford Dictionary, 1984). Stress has generally viewed as a set of neurological and physiological reactions that serves an adaptive function (Franken, 1994). Traditionally, stress research has been oriented toward studies involving the body's reaction to stress and the cognitive processes that influence the perception of stress. However, social perspectives of the stress response have noted that different people experiencing similar life conditions are not necessarily affected in the same manner (Pearlin, 1982). An important aspect of stress is that a wide variety of dissimilar situations are capable of producing the stress response such as fatigue, effort, pain, fear, and even success (Hans Selye 1982). Stress involves three components: an external component, an internal component, and the interaction between the external and internal components.The external component of the Biopsychosocial Model of stress involves environmental events that precede the recognition of stress and can elicit a stress response Health problems and increased accidents are also associated with stressful work demands, job insecurity and changes in job responsibilities (Bernard & Krupat, 1994). Merton (1957) suggests that society can elicit stress by promoting values that conflict with the structures in which they are acted upon. Merton argues that the system of values in the United States promotes attainment of monetary and honorable success among more people than could be accommodated by the opportunity structures available. As a consequence, many of those individuals who internalize these culturally prized goals are doomed to failure. Frankenhaeuser (1986), physiological reactions to stressors depend on two factors: effort and distress. She found that there are three categories of physiological responses to stress. Effort with distress leads to increases of both catecholamine and 9

cortisol secretion and result from daily hassles. These stressors are experienced as negative emotions. Dienstbier (1989) offers a reformulation of the Transaction theory, which focuses on the emotional consequences of appraising an event as a stressor or as a challenge. He asserts that when an event is appraised as a challenge, it lead to different physiological consequences than when it is appraised as a harm/loss or threat. Lazarus and colleagues (1984b; 1978) refer to this interaction as a transaction, taking into account the ongoing relationship between the individual and the environment.

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1.5 OBJECTIVES OF THE STUDY:

* To identify the major causes for stress among employees. * To find the ways of reducing stress among their workers * To offer suggestions based on the study.

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1.6 SCOPE OF THE STUDY:

This study touches upon the working environment, home situation and personal views of the workers, in order to research upon their stress in micro level. This study is conducted in Rack Enterprise (P) Limited, Chennai.

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1.7 RESEARCH METHODOLOGY:

RESEARCH DESIGN: The present study is based on descriptive in nature. 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. Descriptive researches are survey methods of all kinds, including comparative and correlation methods. SAMPLING DESIGN: The sample unit for the study is taken from Rack Enterprise (P) Limited, Chennai. SAMPLING TECHNIQUE: Census study method. SAMPLE SIZE For the current study, 150 employees from Rack Enterprise (P) Limited, Chennai is taken as sample.

INSTRUMENT DESIGN: DATA COLLECTION There are two types of Data collection, Primary Data Secondary Data (i) PRIMARY DATA The primary data are those which are collected freshly and for the first time, and thus happened to be original in character. For the present study, it has been collected through a Questionnaire. (ii)SECONDARY DATA The secondary data are those which have been already collected by some one else and which have been passed through statistical process. For this study it has been collected through books and internet.

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TOOLS USED FOR ANALYSIS: Simple percentage analysis Chi square analysis Weighted average (i) SIMPLE PERCNTAGE ANALYSIS It is simple analysis tool. In this method based on the opinion of respondents percentage is calculated for the respective scale of each factor. Simple percentage= (Total No. of respondents / Total No. of sample size)*100

(ii) CHI-SQUARE ANALYSIS It is a statistical measure used in the context of sampling for comparing a variance to a theoretical variance. It can also be used to make comparisons between theoretical population and actual data when categories are used. Degrees of freedom = (r-1)*(c-1) Where, r-Row c- Column

(observedva exp ectedvalue) 2 lue exp ectedvalue

(iii) WEIGHTED AVERAGE METHOD In the case of idea involving rating sale and ranking the weighted average used. In this method, the net scores for each attribute are calculated and analysis an be done as basic of the net score in % obtained the formula is given. Weighted average= (Weighted for column*No. of respondents ) weighted for column

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1.8 LIMITATIONS OF THE STUDY:

The main source of data for the study was primary data with the help of selfadministered questionnaires. Hence, the chances of unbiased information are less. This study is limited only to Rack Enterprise (p) Limited, Chennai. So the findings and suggestions of the particular study could not be generalized by any organization.

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INDUSTRY AND COMPANY PROFILE 2.1 INDUSTRY PROFILE: Starting its journey from the day when the first car rolled on the streets of Mumbai in 1898, the Indian automobile industry has demonstrated a phenomenal growth to this day. Today, the Indian automobile industry presents a galaxy of varieties and models meeting all possible expectations and globally established industry standards. Some of the leading names echoing in the Indian automobile industry include Maruti Suzuki, Tata Motors, Mahindra and Mahindra, Hyundai Motors, Hero Honda and Hindustan Motors in addition to a number of others. During the early stages of its development, Indian automobile industry heavily depended on foreign technologies. However, over the years, the manufacturers in India have started using their own technology evolved in the native soil. The thriving market place in the country has attracted a number of automobile manufacturers including some of the reputed global leaders to set their foot in the soil looking forward to enhance their profile and prospects t o new heights. Following a temporary setback on account of the global economic recession, the Indian automobile market has once again picked up a remarkable momentum witnessing a buoyant sale for the first time in its history in the month of September 2009. The automobile sector of India is the seventh largest in the world. In a year, the country manufactures about 2.6 million cars making up an identifiable chunk in the worlds annual production of about 73 million cars in a year. The country is the largest manufacturer of motorcycles and the fifth largest producer of commercial vehicles. Industry experts have visualized an unbelievably huge increase in these figures over the immediate future. The figures published by the Asia Economic Institute indicate that the Indian automobile sector is set to emerge as the global leader by 2012. In the year 2009, India rose to be the fourth largest exporter of automobiles following Japan, South Korea and Thailand. Experts state that in the year 2050, India will top the car volumes of all the nations of the world with about 611 million cars running on its roads. At present, about 75 percent of Indias automobile industry is made up by small cars, with the figure ranking the nation on top of any other country on the globe. Over the 16

next two or three years, the country is expecting the arrival of more than a dozen new brands making compact car models. Recently, the automotive giants of India including General Motors (GM), Volkswagen, Honda, and Hyundai, have declared significant expansion plans. On account of its huge market potential, a very low base of car ownership in the country estimated at about 25 per 1,000 people, and a rapidly surging economy, the nation is firmly set on its way to become an outsourcing platform for a number of global auto companies. Some of the upcoming cars in the India soil comprise Maruti A-Star (Suzuki), Maruti Splash (Suzuki), VW Up and VW Polo (Volkswagen), Bajaj small car (Bajai Auto), Jazz (Honda) and Cobalt, Aveo (GM) in addition to several others. History of the Automobile industry in India The economic liberalization that dawned in India in the year 1991 has succeeded in bringing about a sustained growth in the automotive production sector triggered by enhanced competitiveness and relaxed restrictions prevailing in the Indian soil. A number of Indian automobile manufacturers including Tata Motors, Maruti Suzuki and Mahindra and Mahindra, have dramatically expanded both their domestic and international operations. The countrys active economic growth has paved a solid road to the further expansion of its domestic automobile market. This segment has in fact invited a huge amount of India-specific investment by a number of multinational automobile manufacturers. As a significant milestone in its progress, the monthly sales of passenger cars in India exceeded 100,000 units in February 2009. The beginnings of automotive industry in India can be traced during 1940s. After the nation became independent in the year 1947, the Indian Government and the private sector launched their efforts to establish an automotive component manufacturing industry to meet the needs of the automobile industry. The growth of this segment was however not so encouraging in the initial stage and through the 1950s and 1960s on account of nationalization combined with the license raj that was hampering the private sector in the country. However, the period that followed 1970s, witnessed a sizeable growth contributed by tractors, scooters and commercial vehicles. Even till those days, 17

cars were something of a sort of a major luxury. Eventually, the country saw the entry of Japanese manufacturers establishing Maruti Udyog. During the period that followed, several foreign based companies started joint ventures with Indian companies. During 1980s, several Japanese manufacturers started joint-ventures for manufacturing motorcycles and light commercial-vehicles. During this time, that the Indian government selected Suzuki for a joint-venture to produce small cars. Following the economic liberalization in 1991 and the weakening of the license raj, several Indian and multi-national car companies launched their operations on the soil. After this, automotive component and automobile manufacturing growth remarkably speeded up to meet the demands of domestic and export needs. Experts have an opinion that during the early stages the policies and the treatment by the Indian government were not favorable to the development of the automobile industry. However, the liberalization policy and various tax reliefs announced by the Indian government over the recent past have pronounced a significantly encouraging impact on this industry segment. Estimates reveal that owing to several boosting factors, Indian automobile industry has been growing at a pace of about 18% per year. Therefore, global automobile giants like Volvo, General Motors and Ford have started looking at India as a prospective hot destination to establish and expand their operations. Like many other nations Indias highly developed transportation system has played a very important role in the development of the countrys economy over the past to this day. One can say that the automobile industry in the country has occupied a solid space in the platform of Indian economy. Empowered by its present growth, today the automobile industry in the country can produce a diverse range of vehicles under three broad categories namely cars, two-wheelers and heavy vehicles.

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2.2 COMPANY PROFILE: Rack Enterprise (P) Limited offers a variety of products and services including Shock Absorbers, Vehicle Suspension, Dampers & Gas Springs, Linkages & End Fittings Precision Machined Components and Textile Spindles. Building on a tradition of quality and unsurpassed craftsmanship, we are recognized worldwide for our expertise in the production of Automotive and Non Automotive products. We blend our assets of men, machines and skill with modern techniques and processes to achieve planned quality objectives and responsive customer service. While thinking globally, we pay attention to detail, to ensure the finished components and products for automotive customers, industrial customers and textile industries worldwide are of the highest quality. OUR PRODUCTS: SUSPENSION PRODUCTS: Rack Enterprise (p) Limited combines its strength and vast experience in precision machining of critical components with Italian know how on shock absorbers to meet the customer needs in suspension and damping products. We believe in working with the customer from prototyping through to production and launch. We have focused our strengths in building competence in design and reverse engineering solutions for our customers. Rack Enterprise (p) Limited is a supplier of totally integrated front and rear suspension system for off-road vehicles. We have a large number of tailor-made shock absorbers for two-wheelers, three-wheelers, four-wheelers, with specialized applications like golf carts, lawn mowers etc. Our popular products include Twin Tube, Mono Tube, McPherson Struts, Mountain Bike Shock Absorbers and Adjustable Damping Shock Absorbers Our products are engineered to perform under tough road and weather conditions. Long lasting and enduring partnerships are the hallmark of relationships we cultivate with our customers and vendors.

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LINKAGES & END FITTINGS: Linkages or connectors are widely used in Mechanical Transmissions. Angle Joints and Rod ends are important linkages used in different type of industries. These linkages are used for mechanical transmission of power and made to international standards or designs to suit the application. Typical usage of linkage mechanisms in Automobiles sectors are Steering Accelerators Brakes Doors I.C. Engines Hydraulics-Hoist & Cranes Pneumatics Gas Springs Shock Absorbers/Struts

PRECISION MACHINED COMPONENTS: Rack Enterprise (p) Limited, has been a pioneer in designing and producing the most complicated Turned Components to meet the exacting standards of the auto component industry. We have range of machines catering to different markets. Online Statistical Process Control (SPC) ensures effective and meaningful quality control processes. Precision Machined Components in steel, brass and aluminum out of bar stock, castings and forgings. Flexible manufacturing Systems to cater to varying demands of customers. Statistical Process Control for error reduction and accuracy All facilities under one roof for quick turnaround

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Our Precision Turned Parts are used in Automotive Engine Chassis Carburetor Transformer Fuel Injection Assembly Transmission Climatic Control Window Regulators Gas Springs End Fittings Non-Automotive: Hydraulic Cylinders Starter Motors Connectors Brake Relays Switches Highlights for Precision Turned Parts: Over 5 decades of experience in precision turned part industries. Catering to any market requirement in term of quality/quantity of parts. Comprehensive Infrastructure to do various machining operations. Well trained Man power to Operate Machines. Efficient team to handle Customer response.

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Table No: 3.1 Table showing the Gender of the Respondents S.No 1 2 Gender Male Female No. of Respondents Percentage 144 6 96 4

Source: Primary data

Interpretation: It is inferred from the above table 96% of respondents are Male and 4% of respondents are Female.

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Chart No: 3.1 Chart showing the Gender of the Respondents

160 140 120 100 80 60 40 20 0 Male Female

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Table No: 3.2 Table showing the Age of the Respondents S.No 1 2 3 4 Age( in years) Below 25 25-35 35-45 Above 45 No. of Respondents Percentage 36 72 36 6 24 48 24 4

Source: Primary data

Interpretation: It is inferred from the above table 24% of respondents age is below 25 and 48% of respondents are having the age between 25-35, 24% of respondents are having the age between 35-45 and 4% of respondents age is above 45.

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Chart No: 3.2 Chart showing the Age of the Respondents

80 70 60 50 40 30 20 10 0 Below 25 25-35 35-45 Above 45

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Table No: 3.3 Table showing the Marital Status of the Respondents S.No Category No. of Respondents Percentage

1 2

Married Unmarried

84 66

56 44

Source: Primary data

Interpretation: It is inferred from the above table 56% of respondents are married and 44% of respondents are unmarried.

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Chart No: 3.3 Chart showing the Marital Status of the Respondents

Married Unmarried

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Table No: 3.4 Table showing the Educational Qualification of the Respondents S.No 1 2 3 4 5 Category Up to H.Sc UG PG Diploma Other No. of Respondents Percentage 42 30 12 56 10 28 20 8 37 7

Source: Primary data

Interpretation: It is inferred from the above table 28% of respondents are completed the higher secondary and 20% of respondents are completed the under graduation, 37% of respondents are completed Diploma, and 8% of respondents are completed PG.

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Chart No: 3.2.4 Chart showing the Educational Qualification of the Respondents

Other Diploma PG UG Up to H.Sc 0 10 20 30 40 50 60

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Table No: 3.5 Table showing the Experience level of the Respondents S.No Experience years) 1 2 3 0-5 5-10 More than 10 60 72 18 40 48 12 (in No. of Respondents Percentage

Source: Primary data

Interpretation: It is inferred from the above table 40% of respondents are having 0-5years of Experience, 48% of respondents are having 5-10 years of Experience and 12% of respondents are having more than 10years Experience.

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Chart No: 3.5 Chart showing the Experience level of the Respondents

80 60 40 20 0 0-5 10-Jun More than 10

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Table No: 3.6 Table showing the Income Level of the Respondents S.No 1 2 3 Income Below 10000 10000-15000 Above 15000 No. of Respondents Percentage 66 72 12 44 48 8

Source: Primary data

Interpretation: It is inferred from the above table 44% of respondents Income level is below 10000 and 48% of respondents income level is 10000-15000. 8% of respondents income level is above 15000.

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Chart No: 3.6 Chart showing the Income Level of the Respondents

Below 10000 10000-15000 Above 15000

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Table No: 3.7 Table showing the Opinion of respondents on Depression S.No 1 2 Opinion Yes No No. of Respondents Percentage 114 36 76 24

Source: Primary data

Interpretation: It is inferred from the above table 76% of respondents are agree with they are suffering from depression and 24% of respondents are agree with they are not suffering from depression.

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Chart No: 3.7 Chart showing the Opinion of respondents on Depression

Yes No

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Table No: 3.8.1 Table showing the Opinion on physical stress S. No 1 2 3 4 5 Source: Primary data Opinion Very high High Neutral Low Very low No. of Respondents 41 68 38 3 0 Percentage 27 46 25 2 0

Interpretation: It is inferred from the above table 46% of respondents feel that they are experiencing physical stress in high level and 2% of respondents are experiencing low level of physical stress.

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Chart No: 3.8.1 Chart showing the Opinion on physical stress

Very low Low Neutral High Very high 0 10 20 30 40 50 60 70

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Table No: 3.8.2 Table showing the Opinion on mental stress S. No 1 2 3 4 5 Source: Primary data Opinion Very high High Neutral Low Very low No. of Respondents 30 76 34 8 2 Percentage 20 51 23 5 1

Interpretation: It is inferred from the above table 51% of respondents feel that they are affecting from high level of mental stress and 1% of respondents feel very low with mental stress in organization.

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Chart No: 3.8.2 Chart showing the Opinion on mental stress

80 70 60 50 40 30 20 10 0 Very high High Neutral Low Very low

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Table No: 3.8.3 Table showing the Opinion on job stress S. No 1 2 3 4 5 Source: Primary data Opinion Very high High Neutral Low Very low No. of Respondents 44 83 23 0 0 Percentage 29 56 15 0 0

Interpretation: It is inferred from the above table 56% of respondents feel they are experiencing job stress in high level and 15% of respondents are feel that they are experiencing medium level of job stress.

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Chart No: 3.8.3 Chart showing the Opinion on job stress

Very low Low Neutral High Very high 0 20 40 60 80 100

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Table No: 3.8.4 Table showing the Opinion on unsupportive colleagues S. No 1 2 3 4 5 Source: Primary data Opinion Very high High Neutral Low Very low No. of Respondents 9 32 87 14 8 Percentage 6 22 58 9 5

Interpretation: It is inferred from the above table 58% of respondents are having neutral opinion towards unsupportive colleagues and 9% of respondents agreed that they have a minimum level of support from their colleagues.

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Chart No: 3.8.4 Chart showing the Opinion on unsupportive colleagues

90 80 70 60 50 40 30 20 10 0 Very high High Neutral Low Very low

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Table No: 3.8.5 Table showing the Opinion on spiritual stress S. No 1 2 3 4 5 Source: Primary data Opinion Very high High Neutral Low Very low No. of Respondents 27 48 68 7 0 Percentage 18 32 45 5 0

Interpretation: It is inferred from the above table 45% of respondents are experiencing neutral level of spiritual stress and 5% of respondents agreed that they are experiencing spiritual stress in a low level.

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Chart No: 3.8.5 Chart showing the Opinion on spiritual stress

70 60 50 40 30 20 10 0 Very high High Neutral Low Very low

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Table No: 3.9 Table showing the Opinion towards work pressure S.No 1 2 3 4 5 Opinion Strongly agree Agree Neutral Disagree Strongly disagree No. of Respondents Percentage 68 44 26 12 0 46 29 17 8 0

Source: Primary data

Interpretation: It is inferred from the above table 46% of respondents are strongly Agree that work pressure gives more stress and 8% of respondents disagree with this statement.

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Chart No: 3.9 Chart showing the Opinion towards work pressure

Strongly agree Agree Neutral Disagree Strongly disagree

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Table No: 3.10 Table showing the Health problems due to job stress S.No 1 2 3 Health problems Mental disturbance Depression Back pain No. of Respondents Percentage 24 108 18 16 72 12

Source: Primary data

Interpretation: It is inferred from the above table 72% of respondents suffered by depression due to job stress and 12% of respondents suffered by Back pain.

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Chart No: 3.10 Chart showing the Health problems due to job stress

Mental disturbance Depression Back pain

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Table No: 3.11 Table showing the Opinion towards job stress affects personal life S.No 1 2 3 4 5 Opinion Strongly agree Agree Neutral Disagree Strongly disagree No. of Respondents Percentage 54 68 3 16 9 36 45 2 11 6

Source: Primary data

Interpretation: It is inferred from the above table 45% of respondents agree that job stress affects their personal life and 6% of respondents strongly disagree with this statement.

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Chart No: 3.11 Chart showing the Opinion towards job stress affects personal life

70 60 50 40 30 20 10 0 Strongly agree Agree Neutral Disagree Strongly disagree

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Ways of managing the stress Table No: 3.12 Table showing the opinion on managing stress by Redirect to your work S.No 1 2 3 4 5 Source: Primary data opinion Always Often Sometimes Infrequently Never No. of Respondents 18 46 29 12 45 Percentage 12 31 19 8 30

Interpretation: It is inferred from the above table31% of respondents agree that they are redirected to work often and 8% of respondents agree that they are redirected to their work infrequently.

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Chart No: 3.12 Chart showing the opinion on on managing stress by Redirect to your work

50 40 30 20 10 0 Always Often Sometimes

Infrequently

Never

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Table No: 3.13 Table showing the opinion on stress made by the superior S.No 1 2 3 4 5 opinion Strongly Agree Agree Neutral Disagree Strongly Disagree No. of Respondents 6 84 42 12 6 Percentage 4 56 28 8 4

Source: Primary data

Interpretation: It is inferred from the above table 56% of respondents agree that they got stressed while the boss scolds them and 4% of respondents strongly disagree with this statement.

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Chart No: 3.13 Chart showing the opinion on stress made by the superior

Strongly Disagree Disagree Neutral Agree Strongly Agree 0 20 40 60 80 100

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Table No: 3.14 Table showing the opinion on work Satisfaction S.No 1 2 3 4 5 Source: Primary data Opinion Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied No. of Respondents 14 23 69 26 18 Percentage 9 15 46 18 12

Interpretation: It is inferred from the above table 46% of respondents are having a medium level of satisfaction with their work and 12% of respondents strongly dissatisfied with this statement.

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Chart No: 3.14 Chart showing the opinion on work Satisfaction

Highly dissatisfied Dissatisfied Neutral Satisfied Highly satisfied 0 10 20 30 40 50 60 70

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Table No: 3.15 Table showing the opinion on solving the problem in the work S.No Opinions No. Respondents 1 Take it as a challenge 2 Necessary steps to take to deal with it 3 Blame others for the 6 problem Source: Primary data 4 66 44 78 52 of Percentage

. Interpretation: It is inferred from the above table 52% of respondents handle the problem by take it as a challenge and 4% of respondents are blame others for their problem in work.

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Chart No: 3.15 Chart showing the opinion on solving the problem in the work

80 70 60 50 40 30 20 10 0 Take it as a challenge Necessary steps to Blame others for the take to deal with it problem

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Table No: 3.16 Table showing Techniques used to reduce the stress S.No 1 2 3 4 Techniques Taking yoga Listening music Reading books Recreation No. of Respondents Percentage 18 42 6 84 12 28 4 56

Source: Primary data

Interpretation: It is inferred from the above table 56% of respondents are reduce the stress by recreation and 4% of respondents reduces the stress by reading books.

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Chart No: 3.16 Chart showing the Techniques used to reduce the stress

Recreation

Reading books

Listening music

Taking yoga 0 20 40 60 80 100

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Table No: 3.17 Table showing the Time Allotment for self-relaxation techniques S.No 1 2 Opinions Yes No No. of Respondents 98 52 Percentage 72 28

Source: Primary data

Interpretation: It is inferred from the above table 72% of respondents agree that they have time allotment for self-relaxation and 28% of respondents oppose this statement.

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Chart No: 3.17 Chart showing the Time Allotment for self-relaxation techniques

100 90 80 70 60 50 40 30 20 10 0 Yes No

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Table No: 3.18 Table showing the various factors to analyze employees stress Category Enough without Interruption work Yes No (%) YES (%) NO Source: Primary data 114 36 76 24 90 60 60 40 102 48 68 32 Time Planning the work before to doing Stress affects in a positive way

Interpretation: It is inferred from the above table 76% of respondents said that they are having enough time to do the work without interruption and 68% respondents agree that the stress affects in a positive way.

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Chart No: 3.18 Chart showing the various factors to analyze employees stress

in a positive work before

Stress affects

way

Planning the

doing

Enough Time without Interruptio n to work

20

40

60

80

100

120

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Table No: 3.19 Table showing the various factors to analyze employees stress Category Response to unplanned Unexpected work Yes No (%) YES (%) NO Source: Primary data 54 96 36 64 project 90 60 60 40 large

Interpretation It is inferred from the above table 64% of respondents said that they are not ready to do the unplanned work and 40% of respondents will not accept the unexpected large project.

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Chart No: 3.19 Chart showing the various factors to analyze employees stress

Unexpected large project

Response to unplanned work

20

40

60

80

100

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Table No: 3.20 Table showing the Support or help from Superior or co-worker during the time of heavy workload S.No Factors No. Respondents 1 2 3 4 5 Rarely Often Sometimes Infrequently Never 36 72 30 6 6 24 48 20 4 4 of Percentage

Source: Primary data

Interpretation: It is inferred from the above table 48% of respondents agree that they are often supported by their superior and co-workers and 4% of respondents said that they are never supported by their superior and co-workers.

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Chart No: 3.20 Chart showing the Support or help from Superior or co-worker during the time of heavy workload

Rarely Often Sometimes Infrequently Never

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Table No: 3.21 Table showing the opinion to handle an excessive workload S.No 1 2 Opinions Priority based work Slowly begin to tackle the work 3 Become frustrated and irritable Source: Primary data 6 4 No. of Respondents Percentage 48 96 32 64

Interpretation: It is inferred from the above table 64% of respondents slowly begin to tackle the work and 4% of respondents Become frustrated and irritable while handle an excessive workload.

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Chart No: 3.21 Chart showing the opinion to handle an excessive workload

Priority based work Slowly begin to tackle the work Become frustrated and irritable

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Table No: 3.22 Table showing the Opinion on stress acts as a boosting factor S.No 1 2 3 Opinions Never Sometimes Always No. of Respondents Percentage 6 38 106 4 25 71

Source: Primary data

Interpretation: It is inferred from the above table 71% of respondents said that the stress always acts as a boosting factor to increase the performance and 4% of respondents said that stress never helps to boosting their performance.

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Chart No: 3.22 Chart showing the Opinion on stress acts as a boosting factor

Never Sometimes Always

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Table No: 3.23 Table showing the Importance of Stress Management and Training Programs in an Organization S.No 1 2 3 4 5 Category Always To great extent Neutral To some extent Not required No. of Respondents Percentage 18 66 0 60 6 12 44 0 40 4

Source: Primary data

Interpretation: It is inferred from the above table 44% of respondents agree that stress management programs are necessary only to the great extent and 4% of respondents said that the stress management programs are not required in the organization.

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Chart No: 3.23 Chart showing the Importance of Stress Management and Training Programs in an Organization

Always To great extent To some extent Not required No comments

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Table No: 3.24 Table showing the Opinion towards the stress management program S.No 1 2 3 4 5 Source: Primary data Opinion Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied No. of Respondents 13 48 69 14 6 Percentage 9 32 46 9 4

Interpretation: It is inferred from the above table 32% of respondents are satisfied with the stress management program and 46% of respondents are having medium level of satisfaction with stress management program.

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Chart No: 3.24 Chart showing the Opinion towards the stress management program

70 60 50 40 30 20 10 0 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

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WEIGHTED AVERAGE Table No: 3.25 Table showing the Opinion on which type of stress disturbs more Very High High Neutral Low Very Low

Physical stress

41

68

38

Mental stress

30

76

34

Job stress

44

83

23

Unsupportive colleagues

32

87

14

Spiritual stress

27

48

68

WEIGHT VALUE Very high 5 High 4 Neutral 3 Low 2 Very low 1

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Table No: 3.26 Table showing the Opinion on which type of stress disturbs more Very High Physical stress 205 272 114 6 High Neutral Low Very Low 0 597 39.8 2 Total Average Rank

Mental stress

150

304

102

16

574

38.3

Job stress

220

332

69

621

41.4

Unsupportive colleagues Spiritual stress

45

128

261

28

470

31.3

135

192

204

14

545

36.3

Interpretation: It is inferred from the above table the employees feel that the job stress disturbs them more and it clearly express the employees are having job stress.

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WEIGHTED AVERAGE Table No: 3.27 Table showing the Opinion on Ways of managing the stress Statements Redirect to your work Always 18 Often 46 Sometimes 29 Infrequently 12 Never 45

Exercise

72

26

15

30

Fun at work

10

63

58

13

Keep a regular schedule

13

21

23

14

79

Reduce the sources of stress

18

24

94

WEIGHT VALUE Always Often Sometimes Infrequently Never

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Table No: 3.1.28 Table showing the Opinion on Ways of managing the stress Statements Always Often Someti mes Redirect to your work 90 184 87 Infreque ntly 24 45 430 28.7 3 Never Total Average Rank

physical Exercise

360

104

45

14

30

553

36.9

Fun at work

50

252

174

26

508

33.9

Keep a regular schedule

65

84

69

28

79

325

21.7

Reduce the sources of stress

30

72

72

16

94

284

18.9

Interpretation: It is inferred from the above table the employees giving much importance to physical exercise and it clearly express that the employees using physical exercise to manage the stress.

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CHI SQUARE: EXPERIENCE VS DEPRESSION Null hypothesis H0: There is no significant relationship between experience level and depression level of the employees. Alternative hypothesis H1: There is a significant relationship between experience level and depression level of the employees. Frequencies Experience Observed N 0-5 5-10 morethan10 Total 64 66 20 150 Expected N 50.0 50.0 50.0 Residual 14.0 16.0 -30.0

Depression Observed N yes no Total 111 39 150 Expected N 75.0 75.0 Residual 36.0 -36.0

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Test Statistics: Table No: 3.1.29 Table showing the relationship between experience level and depression Experience Chi-Square(a,b) df Asymp. Sig. 27.040 2 .000 Depression 34.560 1 .000

a 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 50.0. b 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 75.0.

Interpretation: The above calculation shows that, the asymptotic significance is zero. Hence H0 is rejected. So there exists a relationship between experience level and depression level of the employees.

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CHI SQUARE: MARITAL STATUS VS WORK STRESS Null hypothesis H0: There is no significant relationship between marital status and the work stress of the employees. Alternative hypothesis H1: There is a significant relationship between marital status and the work stress of the employees. Frequencies: Marital Status Observed N married unmarried Total 80 70 150 Expected N 75.0 75.0 Residual 5.0 -5.0

Stress Observed N strongly agree agree neutral disagree strongly disagree Total 54 67 4 16 9 150 Expected N 30.0 30.0 30.0 30.0 30.0 Residual 24.0 37.0 -26.0 -14.0 -21.0

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Test Statistics: Table No: 3.1.30 Table showing the relationship between marital status and the work stress Marital Status Chi-Square(a,b) df Asymp. Sig. 1 .414 Stress .667 108.600 4 .000

a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 75.0. b. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 30.0.

Interpretation: The above calculation shows that, the asymptotic significance is zero. Hence H0 is rejected. So there exists a relationship between marital status and the work stress of the employees.

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4.1 FINDINGS:
From this study 96% of respondents are Male and 4% of respondents are Female. It is inferred from the above table 24% of respondents age is below 25 and 48% of respondents are having the age between 25-35, 24% of respondents are having the age between 35-45 and 4% of respondents age is above 45. It is inferred from the above table 56% of respondents are married and 44% of respondents are unmarried. It is inferred from the above table 28% of respondents are completed the higher secondary and 20% of respondents are completed under graduation, 37% of respondents are completed Diploma, and 8% of respondents are completed PG. It is inferred from the above table 40% of respondents are having 0-5years of Experience, 48% of respondents are having 5-10 years of Experience and

12% of respondents are having more than 10years Experience. It is inferred from the above table 44% of respondents Income level is below 10000 and 48% of respondents income level is 10000-15000. 8% of respondents income level is above 15000. It is inferred from the above table 76% of respondents are agree with they are suffering from depression and 24% of respondents are agree with they are not suffering from depression. It is inferred from the above table 46% of respondents feel that they are experiencing physical stress in high level and 2% of respondents are experiencing low level of physical stress. It is inferred from the above table 51% of respondents feel that they are affecting from high level of mental stress and 1% of respondents feel very low with mental stress in organization. It is inferred from the above table 56% of respondents feel that they are experiencing job stress in high level and 15% of respondents are feel that they are experiencing medium level of job stress.

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It is inferred from the above table 58% of respondents are having neutral opinion towards unsupportive colleagues and 9% of respondents agreed that they have a minimum level of support from their colleagues. It is inferred from the above table 45% of respondents are experiencing neutral level of spiritual stress and 5% of respondents agreed that they are experiencing spiritual stress in a low level.

It is inferred from the above table 46% of respondents are strongly Agree that work pressure gives more stress and 8% of respondents disagree with this statement.

It is inferred from the above table 72% of respondents suffered by depression due to job stress and 12% of respondents suffered by Back pain. It is inferred from the above table 45% of respondents agree that job stress affects their personal life and 6% of respondents strongly disagree with this statement. It is inferred from the above table31% of respondents agree that they are redirected to work often and 8% of respondents agree that they are redirected to their work infrequently. It is inferred from the above table 56% of respondents agree that they got stressed while the boss scolds them and 4% of respondents strongly disagree with this statement. It is inferred from the above table 46% of respondents are having a medium level of satisfaction with their work and 12% of respondents strongly dissatisfied with this statement. It is inferred from the above table 52% of respondents handle the problem by take it as a challenge and 4% of respondents are blame others for their problem in work. It is inferred from the above table 56% of respondents are reduce the stress by recreation and 4% of respondents reduces the stress by reading books. It is inferred from the above table 72% of respondents agree that they have time allotment for self-relaxation and 28% of respondents oppose this statement. It is inferred from the above table 76% of respondents said that they are having enough time to do the work without interruption and 68% respondents agree that the stress affects in a positive way. It is inferred from the above table 64% of respondents said that they are not ready to do the unplanned work and 40% of respondents will not accept the unexpected large project. 87

It is inferred from the above table 48% of respondents agree that they are often supported by their superior and co-workers and 4% of respondents said that they are never supported by their superior and co-workers.

It is inferred from the above table 64% of respondents slowly begin to tackle the work and 4% of respondents Become frustrated and irritable while handle an excessive workload. It is inferred from the above table 71% of respondents said that the stress always acts as a boosting factor to increase the performance and 4% of respondents said that stress never helps to boosting their performance. It is inferred from the above table 44% of respondents agree that stress management programs are necessary only to the great extent and 4% of respondents said that the stress management programs are not required in the organization. It is inferred from the above table 32% of respondents are satisfied with the stress management program and 46% of respondents are having medium level of satisfaction with stress management program. From the weighted average table, the employees feel that the job stress disturbs them more and it clearly express the employees are having job stress.

From the weighted average table, the employees giving much importance to physical exercise and it clearly express that the employees using physical exercise to manage the stress.

From the chi-square test, it is clear that there exists a relationship between experience level and depression level of the employees. From the chi-square test, it is clear that there exists a relationship between marital status and the work stress of the employees.

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4.2 SUGGESTIONS:
To improve the relationship between employee and management will help to reduce stress to a great extent. Introduce a new stress management committee and programs to solve employees problems. Good training programs should be implemented, so that employees can cope up with the changing needs of the enterprise

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4.3 CONCLUSION:
No organization and individual remain silent under stressful situation. The study will help the enterprise to improve existing stress management programs and thereby increasing employee satisfaction, increased productivity, improved relationships both on and off the job, better teamwork and communication, improved morale, retention of valued employees. Thus better management of stress is important in every organization. Stress in the workplace is a serious matter. There are many things that can be done to reduce stress and to help employees deal with the times when stress is inevitable. From the research I conclude that Stress Management and Time Management training are two of the tools that can use to help the organization win against stress. Hence, it is an evident that some form of positive stress can add more color and vibrancy to our lives. The presence of deadline can produce greater efficiency. It is important to keep in mind, as stress management refers to using stress to our advantage, and not on eradicating the presence of stress in our lives.

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4.4 BIBLIOGRAPHY
Books C.R.Kothari - Research Methodology C.B.Gupta Websites http://www.snappyfingers.com/faq/health/stress-management/ http://ezinearticles.com/?Stress-ManagementQuestionnaire&id=766409 http://www.stress-management-for-peak-performance.com/workstress.html http://www.scribd.com/doc/27444343/Sample-Employee-StressQuestionnaire http://www.eurojournals.com/ejss_8_1_11.pdf http://www.ccohs.ca/oshanswers/psychosocial/stress.html - Human Resource Management

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A STUDY ON STRESS MANAGEMENT AMONG EMPLOYEES AT RACK ENTERPRISE (P) LIMITED.

1. Gender 2. Age (in years) 3. Marital Status : Male : Below 20 : Married Female 25-35 35-45 Above 45

Unmarried

4. Educational Qualification: up to H.sc UG PG Diploma Others 5. Experience (in years) 6. Income level (in ) : 0-5 : Below 10000 5-10 10000-15000 More than 10 Above 15000

7. Do you think you are suffering from depression? Yes No

8. Which type of stress disturbs you more? Very High Physical stress Mental stress Job stress Unsupportive colleagues Spiritual stress High Neutral Low Very Low

9. Do you think that the work pressure gives you more stress? Strongly Agree Disagree Agree Strongly Disagree Neutral

10. Do you think job stress leads to any health problem? Like, Mental disturbance Depression 92 Back pain

11. Are you agree that job stress affect your personal life? Strongly Agree Disagree 12. Ways of managing the stress Statements Redirect to your work Exercise Fun at work Keep a regular schedule Reduce the sources of stress Always Often Sometimes Infrequently Never Agree Strongly Disagree Neutral

13. Do you get stressed when your boss scolds you? Strongly Agree Disagree Highly satisfied Dissatisfied Take it as a challenge. Think about what necessary steps to take to deal with it. Blame others for the problem. 16. What techniques have you tried to reduce stress? Taking Yoga Listening music Reading books 17. Do you allow time in your day to do self-relaxation techniques? Yes No Agree Strongly Disagree Satisfied Highly Dissatisfied Neutral Neutral

14. Are you satisfied with your work?

15. When you encounter a problem in your work, you

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18. Workload in organization Opinions Do you feel that there is more work to do than you practically have the ability to do? I have too much to do my work and too little time in which to do it Problems associated with my job have kept me awake at night Not at all Rarely Sometimes Often Very Often

19. Target achievement Statements Do you get tensed at your non-achievement of your target I get feedback only when I cant achieve my target or done my job at given time Do you feel tensed when deadlines are given 20. Please fill the following questions whether Yes or No: Opinions Do you have the time you need to do work without interruption? When you are asked to do something unplanned, do you respond angrily? When you are given an unexpectedly large project, do you get tense? Do you plan your work before doing? Do you feel that any stress affects you in a positive way? Yes No Always Often Sometimes Infrequently Never

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21. Do you feel that any support or help during the time of heavy workload? Rarely Infrequently Often Never Sometimes

22. How do you handle an excessive workload? I prioritize my work and go ahead to meet my goals I slowly begin to tackle my work I become frustrated and irritable 23. Do you think stress helps in boosting your performance? Never Sometimes Always

24. Do you think stress management and training programs are necessary in an Organization? Always To great extent Neutral To some extent Not required 25. Are you satisfied with the stress management program in your organization? Highly satisfied Satisfied Neutral Highly dissatisfied 26. Put forward some of your suggestion on STRESS MANAGEMENT: ______________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ _____________________________________________________________ Dissatisfied

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