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
DEPARTMENT OF MANAGEMENT SCIENCES D.J.ACADEMY FOR MANAGERIAL EXCELLENCE (Affiliated to Bharathiar University) 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 Faculty Guide
____________________ Dr. D.M.NAVARASU Head of the Department
______________________ Dr. V. LATHA Principal
The Viva Voce examination held on _____________
________________________ Internal Examiner
________________________ External Examiner
DEPARTMENT OF MANAGEMENT SCIENCES D.J.ACADEMY FOR MANAGERIAL EXCELLENCE (Affiliated to Bharathiar University) 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 Faculty Guide
____________________ Dr. V. LATHA Principal
______________________ Dr. D.M.NAVARASU Head of the Department
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. I 1.1 1.2 1.3 1.4 1.5 1.6 II III 3.1 3.2 IV Title LIST OF TABLES LIST OF CHARTS INTRODUCTION
Introduction to the study Organizational profile Objectives of the study Scope of the study Need of the study Limitation of the study
Page No.
1 6 17 18 19 20 21 23 23 25
REVIEW OF LITRATURE RESEARCH METHODOLOGY Descriptive research design Sample size DATA ANALYSIS AND INTERPRETATION
V 5.1 5.2 VI VII
FINDINGS AND SUGGESTIONS Findings Suggestions CONCLUSION BIBLIOGRAPHY APPENDIX
73 78 80 81
LIST OF TABLES
Table No. 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 Age group of the respondents Marital status of the respondents Experience of the respondents Designation of the respondents Physical environment of the respondents Time pressure of the respondents Lack of co operation among co-workers Friendly relationship with colleagues of the respondents Co operative subordinate of the respondents Boss openness to idea and suggestion Effect of good impression on promotion of the respondents Emotional drain at work of the respondents Feelings of getting fired from job of the respondents Exploitation of women by male counter parts of the respondents Employee welfare by management of the respondents Concern of family welfare by management Relevance of job with interest of employees Effective communication system
Title
Page No. 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41
4.19 4.20 4.21 4.22 4.23 4.24 4.25 4.26 4.27 4.28 4.29 4.30 4.31 4.32 4.33 4.34 4.35 4.37 4.38 4.39 4.40
Existence of faire pay scale in the organization Promotional opportunities of the respondents Need for training and development for the respondents Effective performance appraisal system Overburden of work of the respondents Contradictory expectation from superior of the respondents Inadequate resources to execute job Health problems in causing stress of the respondents Sports and physical activities of the respondent Poor sleep patter of the respondents Spending leisure time with pets by the respondents Involvement in hobbies by the respondent Saturday and Monday as stressful days Sharing with family and friends of the respondents Listening to the music by the respondents Exercise and games in easing stress of the respondents Hobbies in easing stress of the respondents Sleep for reducing stress of the respondents Yoga and meditation in stress reduction of the respondents Effect of alcohol and smoking on respondent Movies and TV in reducing stress of the respondents
42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 60 61 62 63
4.41 4.42 4.43 4.44 4.45 4.46 4.47 4.48
Participation in stress management program by the respondent Interest in attending stress program by the respondent Work environment and age Organization and age Health habits and age Work environment and marital status Organization and marital status Health habits and marital status
64 65 66 67 68 69 70 71
LIST OF CHARTS
Chart No. 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 410 4.11 4.12 4.13 4.14 4.15 4.16 Age group of the respondents
Title
Page No. 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39
Marital status of the respondents Experience of the respondents Designation of the respondents Physical environment of the respondents Time pressure of the respondents Lack of co operation among co-workers Friendly relationship with colleagues of the respondents Co operative subordinate of the respondents Boss openness to idea and suggestion Effect of good impression on promotion of the respondents Emotional drain at work of the respondents Feelings of getting fired from job of the respondents Exploitation of women by male counter parts of the respondents Employee welfare by management of the respondents Concern of family welfare by management
4.17 4.18 4.19 4.20
Relevance of job with interest of employees Effective communication system Existence of faire pay scale in the organization Promotional opportunities of the respondents
40 41 42 43
4.21 4.22 4.23 4.24 4.25 4.26 4.27 4.28 4.29 4.30 4.31 4.32 4.33 4.34
Need for training and development for the respondents Effective performance appraisal system Overburden of work of the respondents Contradictory expectation from superior of the respondents Inadequate resources to execute job Health problems in causing stress of the respondents Sports and physical activities of the respondent Poor sleep patter of the respondents Spending leisure time with pets by the respondents Involvement in hobbies by the respondent Saturday and Monday as stressful days Sharing with family and friends of the respondents Listening to the music by the respondents Exercise and games in easing stress of the respondents
44 45 46 47 48 49 50 51 52 53 54 55 56 57
4.35 4.38 4.39 4.40 4.41 4.42
Hobbies in easing stress of the respondents Yoga and meditation in stress reduction of the respondents Effect of alcohol and smoking on respondent Movies and TV in reducing stress of the respondents Participation in stress management program by the respondent Interest in attending stress program by the respondent
61 63 64 65 66 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 ones 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 persons 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 persons 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 doesnt 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. o. o. o. o. Feeling irritable, restless, frustrated Becoming easily confused Negative self-talk and assessment Finding it difficult to concentrate Feeling that you cannot cope with the given situation
o. Generally feeling upset. Etc., Physical symptoms of stress include: o. o. o. o. o. o. Muscle tension Body pain and head ache Sweaty palms Unable to sleep or excessive sleep Shortness of breath Indigestion or diarrhea. Etc.,
o. Pounding or racing heart
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 ones strengths and limits o. Self confidence SELF MANAGEMENT Self management is your ability to control your emotions. o. Self control o. Trustworthiness o. Adaptability o. Innovation SELF MOTIVATION o. Achievement drive : Striving to improve or meet a standard of excellence. o. Commitment o. Optimism : Aligning with the goals of the group or organization. : Persistence in pursuing goals despite obstacles and setbacks. : Keeping disruptive emotions and impulses in check : Maintaining standards of honesty and integrity : Flexibility in handling change : Being comfortable with novel ideas, approaches and new information. : A strong sense of ones self-worth and capabilities
EMPATHY o. Understanding Others interest in their concerns. o. Service orientation o Developing others Ability : Sensing others feelings and perspectives, taking an active interest Interest in their concerns. : Anticipating, recognizing, and meeting customer needs. : Sensing others development needs and bolstering their ability ability.
SOCIAL SKILLS IN MANAGING CHANGES o. Influence o. Communication o. Conflict management o. Leadership o. Change catalyst o. Team capabilities : Wielding effective tactics for persuasion : Listening openly and sending convincing messages : Negotiating and resolving disagreement : Inspiring and guiding individuals and groups : Initiating or managing change : 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. LMWs 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 LMWs second modern manufacture complex commenced operations at Kaniyur near Coimbatore. Collaboration with Mori Seiki Co, Japan for CNC machine tools. LMWs 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. LMWs 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 stateof-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 corporations 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 Sri.Sanjay Jayavarthanavelu Sri.M.V.Subbiah Justice Sri.G.Ramanujam (Retd.) Justice Sri.S.Natarajan (Retd.) Sri.S.Pathy Sri.R.Satagopan Sri.Basavaraju Sri.Aditya Himatsingka Dr.Mukund Govind Rajan Sri.R.Rajendran Sri.K.Duraisami Chairman Managing Director Director Director Director Director Director Nominee Director of LIC Director Director Director Finance 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 individuals 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 employees 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 illnessespecially 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 persons 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 ones 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 4.1 Age group of the respondents Valid Percent 9.0 11.0 23.0 57.0 100.0 Cumulative Percent 9.0 20.0 43.0 100.0
Frequency Percent Valid 20-25 9 9.0 25-30 11 11.0 30-35 23 23.0 above 35 57 57.0 Total 100 100.0
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 4.2 Marital Status of the Respondents Valid Frequency Percent Percent Valid Married 76 76.0 76.0 Unmarried 21 21.0 21.0 3.00 1 1.0 1.0 4.00 2 2.0 2.0 Total 100 100.0 100.0 INTERPRETATION
Cumulative Percent 76.0 97.0 98.0 100.0
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 4.3 Experience of the Respondents Valid Frequency Percent Percent Valid 0-5 17 17.0 17.0 5-10 16 16.0 16.0 10-15 11 11.0 11.0 above 15 56 56.0 56.0 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
Valid
Deputy Engineer/Engineer Senior Engineer/Superintenden t Deputy Manager/Manager Junior Officer Total INTERPRETATION
Frequency Percent 28 28.0 53 53.0
Valid Percent 28.0 53.0
Cumulative Percent 28.0 81.0
12 7 100
12.0 7.0 100.0
12.0 7.0 100.0
93.0 100.0
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 % respondents are Junior Officers respectively Majority (53%) of the respondents belong to the designation of Senior Engineer/Superintendent category. of
Table 4.5 Physical Environment of the Respondents Valid Cumulative Frequency Percent Percent 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
Valid
Table 4.6 Time Pressure on the Respondents Valid Frequency Percent Percent Strongly 7 7.0 7.0 Agree Agree 38 38.0 38.0 Neutral 36 36.0 36.0 Disagree 19 19.0 19.0 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
Valid
Table 4.7 Lack of co operation among co-workers Valid Cumulative Frequency Percent Percent Percent 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 5 5.0 5.0 100.0 Disagree 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
Valid
Friendly relationship with colleague of the Respondents Valid Cumulative Frequency Percent Percent Percent Neutral 12 12.0 12.0 12.0 Agree 65 65.0 65.0 77.0 Strongly 23 23.0 23.0 100.0 Agree Total 100 100.0 100.0
INTERPRETATION From 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 Valid Frequency Percent Percent Valid Strongly 5 5.0 5.0 Disagree Neutral 2 2.0 2.0 Agree 66 66.0 66.0 Strongly Agree 27 27.0 27.0 Total 100 100.0 100.0 INTERPRETATION
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
Valid
Boss openness to ideas and suggestions Valid Frequency Percent Percent Strongly 4 4.0 4.0 Disagree Disagree 2 2.0 2.0 Neutral 20 20.0 20.0 Agree 64 64.0 64.0 Strongly Agree 10 10.0 10.0 Total 100 100.0 100.0
Cumulative Percent 4.0 6.0 26.0 90.0 100.0
INTERPRETATION From 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 4.11
Effect of good impression on promotion of the Respondents Valid Cumulative Frequency Percent Percent 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 6 6.0 6.0 100.0 Agree Total 100 100.0 100.0 INTERPRETATION From 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 4.12
Valid
Emotional drain at work of the Respondents Valid Cumulative Frequency Percent Percent Percent 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 16 16.0 16.0 100.0 Disagree 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
Valid
Table 4.13 Feeling of getting fired from job of the Respondents Valid Cumulative Frequency Percent Percent Percent 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 5 5.0 5.0 100.0 Disagree Total 100 100.0 100.0
INTERPRETATION From 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 Valid Cumulative Frequency Percent Percent 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 4 4.0 4.0 100.0 Disagree 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
Valid
Employee welfare by management of the Respondents Valid Cumulative Frequency Percent Percent Percent Strongly 4 4.0 4.0 4.0 Disagree 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
INTERPRETATION About 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
Valid
Concern of family welfare by management Valid Cumulative Frequency Percent Percent Percent Disagree 4 4.0 4.0 4.0 Neutral 19 19.0 19.0 23.0 Agree 72 72.0 72.0 95.0 Strongly 5 5.0 5.0 100.0 Agree 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
Valid
Relevance of job with interest of employee Valid Cumulative Frequency Percent Percent Percent Disagree 4 4.0 4.0 4.0 Neutral 3 3.0 3.0 7.0 Agree 78 78.0 78.0 85.0 Strongly 15 15.0 15.0 100.0 Agree 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
Valid
Effective Communication System Valid Frequency Percent Percent Disagree 4 4.0 4.0 Neutral 12 12.0 12.0 Agree 54 54.0 54.0 Strongly 30 30.0 30.0 Agree 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
Valid
Existence of Fair Pay Scale in the organization Valid Cumulative Frequency Percent Percent Percent Disagree 6 6.0 6.0 6.0 Neutral 30 30.0 30.0 36.0 Agree 61 61.0 61.0 97.0 Strongly 3 3.0 3.0 100.0 Agree 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 Valid Cumulative Frequency Percent Percent Percent Valid Disagree 19 19.0 19.0 19.0 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 4.21
Need for Training and Development programs for the Respondents Valid Cumulative Frequency Percent Percent Percent Valid Disagree 4 4.0 4.0 4.0 Neutral 16 16.0 16.0 20.0 Agree 66 66.0 66.0 86.0 Strongly 14 14.0 14.0 100.0 Agree Total 100 100.0 100.0 INTERPRETATION From 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
Valid
Table 4.22 Effective performance appraisal system Valid Frequency Percent Percent Strongly 1 1.0 1.0 Disagree Disagree 6 6.0 6.0 Neutral 21 21.0 21.0 Agree 70 70.0 70.0 Strongly Agree 2 2.0 2.0 Total 100 100.0 100.0
INTERPRETATION From 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
Valid
Table 4.23 Overburden of work of the Respondents Valid Cumulative Frequency Percent Percent Percent 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 4 4.0 4.0 100.0 Disagree 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 Valid Cumulative Frequency Percent Percent 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 Frequency Percent 22 22.0 44 44.0 32 32.0 2 2.0 100 100.0 Valid Percent 22.0 44.0 32.0 2.0 100.0 Cumulative Percent 22.0 66.0 98.0 100.0
Va lid
Agree Neutral Disagree Strongly Disagree Total
INTERPRETATION From 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. disagreed. Majority (44%) of the respondents were neither agreed nor disagreed in their response. Chart 4.25 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
Table 4.26 Health problems in causing stress of the Respondents
Valid
Strongly Agree Agree Neutral Disagree Total
Frequency Percent 4 4.0 73 16 7 100 73.0 16.0 7.0 100.0
Valid Percent 4.0 73.0 16.0 7.0 100.0
INTERPRETATION In 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
Valid
Strongly Disagree Disagree Neutral Agree Strongly Agree Total
Frequency Percent 2 2.0 5 16 59 18 100 5.0 16.0 59.0 18.0 100.0
Valid Percent 2.0 5.0 16.0 59.0 18.0 100.0
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
Valid
Table 4.28 Poor Sleep Pattern of the Respondents Valid Cumulative Frequency Percent Percent Percent Disagree 20 20.0 20.0 20.0 Neutral 15 15.0 15.0 35.0 Agree 56 56.0 56.0 91.0 Strongly 9 9.0 9.0 100.0 Agree Total 100 100.0 100.0
INTERPRETATION In 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
Valid
Table 4.29 Spending leisure time with pets by the Respondents Valid Cumulative Frequency Percent Percent Percent Strongly 11 11.0 11.0 11.0 Disagree 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
INTERPRETATION Spending ones 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
Valid
Table 4.30 Involvement in hobbies by the Respondents Valid Cumulative Frequency Percent Percent Percent Strongly 1 1.0 1.0 1.0 Disagree 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
INTERPRETATION Involving 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
Valid
Table 4.31 Saturday and Monday as stressful days Valid Cumulative Frequency Percent Percent Percent Disagree 38 38.0 38.0 38.0 Neutral 14 14.0 14.0 52.0 Agree 38 38.0 38.0 90.0 Strongly 10 10.0 10.0 100.0 Agree Total 100 100.0 100.0
INTERPRETATION In 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 4.32
Valid
Sharing with family and friends of the Respondents Valid Cumulative Frequency Percent Percent Percent Strongly 2 2.0 2.0 2.0 Disagree 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
Valid
Table 4.33 Listening to music by the Respondents Valid Frequency Percent Percent Strongly 2 2.0 2.0 Disagree Disagree 2 2.0 2.0 Neutral 20 20.0 20.0 Agree 53 53.0 53.0 Strongly Agree 23 23.0 23.0 Total 100 100.0 100.0
INTERPRETATION In 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 4.34
Exercise and games in easing stress of the Respondents Valid Cumulative Frequency Percent Percent Percent Valid Disagree 12 12.0 12.0 12.0 Neutral 23 23.0 23.0 35.0 Agree 46 46.0 46.0 81.0 Strongly 19 19.0 19.0 100.0 Agree 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
Valid
Hobbies in easing stress of the Respondents Valid Frequency Percent Percent Strongly 1 1.0 1.0 Disagree Disagree 13 13.0 13.0 Neutral 35 35.0 35.0 Agree 47 47.0 47.0 Strongly Agree 4 4.0 4.0 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
Valid
Table 4.36 Counseling in reducing stress of the Respondents Valid Cumulative Frequency Percent Percent Percent Strongly 12 12.0 12.0 12.0 Disagree Disagree 20 20.0 20.0 32.0 Neutral 47 47.0 47.0 79.0 Agree 18 18.0 18.0 97.0 Strongly Agree 3 3.0 3.0 100.0 Total 100 100.0 100.0
INTERPRETATION In 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
Valid
Table 4.37 Sleep for reducing stress of the Respondents Valid Cumulative Frequency Percent Percent Percent Disagree 17 17.0 17.0 17.0 Neutral 26 26.0 26.0 43.0 Agree 40 40.0 40.0 83.0 Strongly 17 17.0 17.0 100.0 Agree 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 4.38 Yoga and meditation in stress reduction of the Respondents Valid Cumulative Frequency Percent Percent Percent Valid Strongly 27 27.0 27.0 27.0 Disagree 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 INTERPRETATION Practicing 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
Valid
Table 4.39 Effect of Alcohol and Smoking on respondents Valid Frequency Percent Percent Strongly 40 40.0 40.0 Disagree Disagree 27 27.0 27.0 Neutral 13 13.0 13.0 Agree 17 17.0 17.0 Strongly Agree 3 3.0 3.0 Total 100 100.0 100.0
INTERPRETATION In 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
Valid
Strongly Disagree Disagree Neutral Agree Strongly Agree Total
Frequency Percent 4 4.0 11 32 41 12 100 11.0 32.0 41.0 12.0 100.0
Valid Percent 4.0 11.0 32.0 41.0 12.0 100.0
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 4.41 Participation in stress management program by the Respondents Valid Percent 44.0 56.0 100.0 Cumulative Percent 44.0 100.0
Frequency Percent Valid Yes 44 44.0 No 56 56.0 Total 100 100.0 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 Valid Percent 61.0 34.0 3.0 2.0 100.0 Cumulative Percent 61.0 95.0 98.0 100.0
Frequency Percent Valid Yes 61 61.0 No 34 34.0 3.00 3 3.0 4.00 2 2.0 Total 100 100.0 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 Age Work environment < 30 31 - 35 >35 Total Std. Deviation 2.46021 3.40077 3.79140 3.58893
N 20 23 57 100
Mean 32.5000 32.7391 34.6491 33.7800
Sig .018
work environment
Between Groups Within Groups Total
ANOVA Sum of Squares 100.743 1174.417 1275.160
df
Mean Square 2 50.371 97 99 12.107
F 4.160
Sig. .018
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 between the respondents belonging to various age groups. Level of Significance: 0.05 (5%) Test Statistics: Table 4.44 Organization and age Descriptive Age organization < 30 31 - 35 >35 Total Std. Deviation 3.55224 4.04422 3.82594 3.82457
N 20 23 57 100
Mean 39.2500 39.9130 40.5965 40.1700
Sig .377
Organization
df
Mean Square 2 14.407 97 99 14.632
F .985
Sig. .377
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 between the respondents belonging to various age groups. Level of Significance: 0.05 (5%) Test Statistics: Table 4.45 Health habits and age Descriptive Age Health habits < 30 31 - 35 >35 Total Std. Deviation 3.17722 2.47597 2.75879 2.78921
N 20 23 57 100
Mean 19.1000 20.3043 19.4737 19.5900
Sig .332
health_habits
df
Mean Square 2 8.655 97 99 7.762
F 1.115
Sig. .332
INTERPRETATION
From the above table it is observed that the significance (0.332) 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 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. Level of Significance: 0.05 (5%) Test Statistics: Table 4.46 Work environment and marital status Z-Test Std. Marital Status N Mean Deviation Married 78 34.4103 3.55453 Unmarried 22 31.5455 2.77278
work environment
z 3.488
Sig. .043
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 between the respondents belonging to married and unmarried groups. Level of Significance: 0.05 (5%) Test Statistics: Table 4.47 Organization and marital status Z-Test Marital Status Organization Married Unmarried N Mean 78 40.5897 22 38.6818 Std. Deviation 3.97863 2.81808 Z 2.102 Sig. .092
INTERPRETATION From the above table it is observed that the significance (0.092) 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 married and unmarried groups.
Null Hypothesis: There is no significant difference in the opinion towards the health habits between the respondents belonging to married and unmarried groups. Level of Significance : 0.05 (5%) Test Statistics: Table 4.48 Health habits and marital status Z-Test Marital Status health habits Married Unmarried N Mean 78 19.7051 22 19.1818 Std. Deviation 2.95028 2.12998 z .776 Sig. .143
INTERPRETATION From the above table it is observed that the significance (0.143) 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 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. 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. As the percentage of disagreement is on the lesser side, it could be said that lack of cooperation among co workers
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 releases them of stress. yoga & meditation
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 between the respondents belonging to various age groups. 40. It is found that there is no significant difference in the opinion towards the health habits between the respondents belonging to various age groups. 41. It is found that there is significant difference in the opinion towards the work environment between the respondents belonging to married and unmarried groups.
42. It is found that there is no significant difference in the opinion towards the organization between the respondents belonging to married and unmarried groups. 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. work place. They can include Childcare services; Family leave policies; Employee assistance /fitness programmes These are benefits, policies, or programmers that help balance out job demands and a healthy life outside
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. Its 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 control.
of
workstations, lighting , cooling and general efficiency and safety can provide a sense 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 doesnt 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, Leslie@DrReisner.com. Ph.D., An introduction to stress management,
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) : : 20- 25 Yrs 25-30 Yrs 30-35 Yrs Above
Age group 35 Yrs Marital status Experience Designation
: Married / Unmarried : : 0 to 5 Yrs 5 to 10 Yrs 10 15 Yrs above 15 Yrs
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
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Lack of cooperation among co-workers in office causes stress
Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Me and my colleagues share friendly relationship with one another Strongly Agree Agree Neutral Disagree Strongly Disagree
My subordinates are co-operative and we work as a team Strongly Agree Agree Neutral Disagree Strongly Disagree
My boss is open to ideas & suggestions and is very supportive Strongly Agree Agree Neutral Disagree Strongly Disagree
Being liked by superiors / making good impression, usually influence promotional Opportunities Strongly Agree Agree Neutral Disagree Strongly Disagree
I feel emotionally drained by my work Strongly Agree Agree Neutral Disagree Strongly Disagree
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 16
Agree
Neutral
Disagree
Strongly Disagree
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 23 Involving Agree Neutral Disagree Strongly disagree
oneself regularly in sports & physical activates reduce stress Agree Neutral Disagree Strongly disagree
Strongly agree
24
A Poor sleep pattern of less than 8 hours a day causes stress Strongly agree Agree Neutral Disagree Strongly disagree
25 26
Spending some leisure time with pet animals at home relieves stress Strongly agree Agree Neutral Disagree Strongly disagree 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 Agree Disagree Neutral Strongly disagree Disagree Strongly disagree
28
How do you ease your stress? Items Strongly agree
i.
Share with my spouse. Friends/family Prefer to listen to music Exercise and games Involve in hobbies Seeking counseling Sleep
i. ii. iii. iv. Vi
Vii Practicing Yoga /meditation
Viii Take alcohol/smoking Ix 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

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A STUDY ON STRESS MANAGEMENT AMONG SUPPLY CHAIN MANAGEMENT AND MANUFACTURING STAFF IN LMW-COIMBATORE Project Report Submitted in partial

____________________ Mrs. MAHARAYAZH MOZHI.S Faculty Guide

____________________ Dr. D.M.NAVARASU Head of the Department

______________________ Dr. V. LATHA Principal

The Viva Voce examination held on _____________

________________________ Internal Examiner

________________________ External Examiner

_____________________ Mrs. MAHARAYAZH MOZHI.S Faculty Guide

____________________ Dr. V. LATHA Principal

______________________ Dr. D.M.NAVARASU Head of the Department

Place: Coimbatore Date: (S.PRIYANKA)

V 5.1 5.2 VI VII

FINDINGS AND SUGGESTIONS Findings Suggestions CONCLUSION BIBLIOGRAPHY APPENDIX

4.41 4.42 4.43 4.44 4.45 4.46 4.47 4.48

4.17 4.18 4.19 4.20

4.35 4.38 4.39 4.40 4.41 4.42

CHAPTER I 1.1 INTRODUCTION TO THE STUDY

o. Pounding or racing heart

MICRO-MACRO ECONOMIC ANALYSIS MICRO ANALYSIS FOR TEXTILE MACHINERY

1.3 OBJECTIVES OF THE STUDY

1.4 SCOPE OF THE STUDY

1.5 NEED OF THE STUDY

1.6 LIMITATIONS OF THE STUDY

CHAPTER II REVIEW OF LITERATURE

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

3.5 STATISTICAL TOOLS USED

CHAPTER IV DATA ANALYSIS AND INTERPRETATION

Cumulative Percent 76.0 97.0 98.0 100.0

Cumulative Percent 17.0 33.0 44.0 100.0

Table 4.4 Designation of the Respondents

Frequency Percent 28 28.0 53 53.0

Valid Percent 28.0 53.0

Cumulative Percent 28.0 81.0

12.0 7.0 100.0

12.0 7.0 100.0

Cumulative Percent 7.0 45.0 81.0 100.0

Cumulative Percent 5.0 7.0 73.0 100.0

Cumulative Percent 4.0 6.0 26.0 90.0 100.0

Cumulative Percent 4.0 16.0 70.0 100.0

Cumulative Percent 1.0 7.0 28.0 98.0 100.0

Agree Neutral Disagree Strongly Disagree Total

Table 4.26 Health problems in causing stress of the Respondents

Strongly Agree Agree Neutral Disagree Total

Frequency Percent 4 4.0 73 16 7 100 73.0 16.0 7.0 100.0

Valid Percent 4.0 73.0 16.0 7.0 100.0

Cumulative Percent 4.0 77.0 93.0 100.0

Table 4.27 Sports and physical activities of the Respondents

Strongly Disagree Disagree Neutral Agree Strongly Agree Total

Frequency Percent 2 2.0 5 16 59 18 100 5.0 16.0 59.0 18.0 100.0

Valid Percent 2.0 5.0 16.0 59.0 18.0 100.0

Cumulative Percent 2.0 7.0 23.0 82.0 100.0

Cumulative Percent 2.0 4.0 24.0 77.0 100.0

Cumulative Percent 1.0 14.0 49.0 96.0 100.0

Cumulative Percent 40.0 67.0 80.0 97.0 100.0

Table 4.40 Movies and TV in reducing stress of the Respondents

Strongly Disagree Disagree Neutral Agree Strongly Agree Total

Frequency Percent 4 4.0 11 32 41 12 100 11.0 32.0 41.0 12.0 100.0

Valid Percent 4.0 11.0 32.0 41.0 12.0 100.0

Cumulative Percent 4.0 15.0 47.0 88.0 100.0

Mean 32.5000 32.7391 34.6491 33.7800

Between Groups Within Groups Total

ANOVA Sum of Squares 100.743 1174.417 1275.160

Mean Square 2 50.371 97 99 12.107