A REPORT ON

STUDY OF STRESS MANAGEMENT PRACTICES AT BHARAT GEARS

By Ms. AARTI KISAN KALE (MS1011107) ASMS INSTITUTE OF MANAGEMENT AND COMPUTER STUDIES.

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A PROJECT REPORT ON

STUDY OF STRESS MANAGEMENT PRACTICES AT BHARAT GEARS By Ms. AARTI KISAN KALE (MS1011107) A Project Report submitted in partial fulfillment of The requirements of THE MMS PROGRAM (Class of 2012) INSTITUTE OF MANAGEMENT AND COMPUTER STUDIES.

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CERTIFICATE

This is to certify that Ms. Aarti. K. Kale is a bonafied student of MASTER OF MANAGEMENT STUDIES (MMS) programme of this Institute for the academic year 2010-2012.

She has successfully completed the project work towards partial fulfillment Of Master of Management Studies (MMS) degree course on the topic. Study of STRESS MANAGEMENT at BHARAT PETROLEUM CORPORATION LTD.

Signature Prof. Megha sahay. (Internal Guide)

Signature Mr/Ms (External Examiner)

Signature Mr.Sachin Deshmukh (Director)

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EXECUTIVE SUMMARY
The study aims to understands the effect of occupational stress in employees of Bharat Petroleum Corporation Limited (management and non management ), The report consider Comprehensive studies on the nature of stress at work ,on its effects on health of the employees and to find out whether there is any significant association between the stress and employee health. This study will be utilized for managing the problem.

The research work of company environment is done by considering factors such as working condition, behavior of staff, facilities provided to employees by BPCL, etc. under observational protocol for research objective of project i.e. To determine the factors that affect the stress level on employees health .

After gathering all data we analyze it & we came to conclusion that there are various stress factors which affect employees as well as the organization, such as working condition, time pressure at work ,problems ,constraints & influence at work etc.

This study reveals that more number of employee both in management and non management reaches to the moderate stress level. It indicate that there is a possibility of further raise in the stress level because there are frequently deadlines and even the employee were suffer from muscular pain and high blood pressure .

Therefore we recommend that the task should be clearly specified to the employees, yoga and meditation session should be introduced at for 30 min everyday early in morning. Oily food stuff should be avoided such as vada , samosa etc.

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The main emphasis of the project lies on understanding the organization work culture, and work condition in oil and gas industry. The report starts with a brief overview of oil and gas industry which includes history, growth etc. It then gives an overview of BPCL Company as a whole. Its product profile and its business structure.

CHAPTER 1. INDUSTRY PROFILE

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PETROLEUM INDUSTRY SECTOR PROFILE

Without oil and gas exploration and production the World would literally grind to a halt. The oil and gas industry has been instrumental in fuelling the rapid growth of the Indian economy. India has total reserves of 775 million metric tones (MMT) of crude oil and 1074 billion cubic meters (BCM) of natural gas as on April 1, 2009, according to the basic statistics released by the Ministry of Petroleum and Natural Gas.

The development of the Indian petroleum industry began on a very slow note. It started mainly in the northeastern part of India especially in the place called Digboi in the state of Assam. However, an important advancement in the Indian petroleum industry came with the passing of Industrial Policy Resolution in 1956, which emphasized focus on the growth and promotion of industries in India. Another major incident was the discovery of Bombay High, which changed the scenario of the Indian petroleum industry drastically.

However, the dependency on oil & gas products, the everyday materials and resources from oil and gas are evident in all aspects of our daily lives.

The petroleum sector in India is particularly favorable for foreign investment because the industry is one of the fastest growing segments, and it has shown a staggering growth rate of around 13% in the recent past. Apart from the tremendous growth rate in the Indian petroleum industry today, it also boasts technology of international standards, easy availability of infrastructure at very cheap rates, high demands for petroleum products, and increased spending habits of the middle-class people. All these factors make investments in the Indian petroleum sector an attractive proposition for foreign investors.The foreign trade in petroleum and petroleum products in the recent past have registered significant growth. It has thus attracted new foreign investments. Some of the Page 6

main petroleum products that are manufactured for trade with foreign countries are petroleum gases, gas oil, propane, distilled crude oil, naphtha, ethane, and kerosene. Below are some of the top Oil Companies of India:-

Sr. No. 1 2 3 4 5 6 7 8 9 10

Company Name Indian Oil Corporation Limited (IOCL) Hindustan Petroleum Corporation Limited (HPCL) Bharat Petroleum Corporation Limited (BPCL) Chennai Petroleum Corporation Limited (CPCL) Mangalore Refinery & Petrochemicals Limited (MRPL) Oil & Natural Gas Corporation Limited (ONGC) Gas Authority of India Limited (GAIL) Oil India Limited (OIL) Reliance Petroleum Industries Essar Oil Limited (EOL)

Thus, this project report deals about Project capitalization and Accounting in Bharat Petroleum Corporation Ltd (BPCL).

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CHAPTER 2. COMPANY PROFILE

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BHARAT PETROLEUM CORPORATION LIMITED (BPCL)

Bharat Petroleum Corporation Limited (BPCL) is one of the largest state-owned oil and Gas Company in India, with Fortune Global 500 rank .Its corporate office is located at Ballard Estate, Mumbai. As the name suggests, its interests are in downstream petroleum sector. Bharat Petroleum Corporation Ltd (BPCLs) growth post-nationalization has been phenomenal. It came into being following the nationalization of Burmah Shell in 1976 and it was the first refinery to process newly found indigenous crude in the country.

Bharat Petroleum has a well established refinery at Mahul, Chembur (Mumbai).BPCL was the first oil company to introduce LPG as cooking fuel to the Indian homes.It is engaged in refining and distribution in the Indian Petroleum Industry through different verticals. As an operator of retail gas stations, convince stores and liquidities petroleum gas distribution throughout the country, BPCL is a well known high visibility brand in itself.

Thus, Bharat Petroleum is considered to be a pioneer in Indian petroleum industry with various path-breaking initiatives such as Pure for Sure campaign, Petro card, Fleet card etc. And due to this reason, BPCL is a one of the single digit Indian representatives in the Fortune 500 and Fortune 2000 listings. This oil company is often referred to as MNC in PSU garb as it is considered a pioneer in marketing initiatives, and employs Best in Class practices.

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BPCL VISION AND VALUES

CORPORATE VISION We are a leading energy company with global presence through sustained aggressive growth and high profitability. We are the first choice of customers, always. We exploit profitability growth opportunity outside energy. We are the most environment friendly company. We are a great organization to work for. We are a learning organization. We are a model corporate entity with social responsibility.

CORPORATE VALUES

Innovative Caring Reliable.

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HISTORY OF BPCL
The 1860s saw vast industrial development. A lot of petroleum refineries came up. An important player in the South Asian market then was the Burmah Oil Company Ltd. Though incorporated in Scotland in 1886, the company grew out of the enterprises of the Rangoon Oil Company, which had been formed in 1871 to refine crude oil produced from primitive hand dug wells in Upper Burma. The search for oil in India began in 1886, when Mr. Goodenough of mckillop Stewart Company drilled a well near Jaipur in upper Assam and struck oil. In 1889, the Assam Railway and Trading Company (ARTC) struck oil at Digboi marking the beginning of oil production in India. While discoveries were made and industries expanded, John D Rockefeller together with his business associates acquired control of numerous refineries and pipelines to later form the giant Standard Oil Trust. The largest rivals of Standard Oil - Royal Dutch, Shell, Rothschilds - came together to form a single organization: Asiatic Petroleum Company to market petroleum products in South Asia. In 1928, Asiatic Petroleum (India) joined hands with Burmah Oil Company - an active producer, refiner and distributor of petroleum products, particularly in Indian and Burmese markets. This alliance led to the formation of Burmah-Shell Oil Storage and Distributing Company of India Limited. A pioneer in more ways than one, Burmah Shell began its operations with import and marketing of Kerosene. This was imported in bulk and transported in 4 gallon and 1 gallon tins through rail, road and country craft all over India. With motor cars, came canned Petrol, followed by service stations. In the 1930s, retail sales points were built with driveways set back from the road; service stations began to appear and became accepted as a part of road development. After the war Burmah Shell established efficient and up-to-date service and filling stations to give the customers the highest possible standard of service facilities. From Burmah Shell to Bharat Petroleum On 24 January 1976, the Burmah Shell Group of Companies was taken over by the Government of India to form Bharat Refineries Limited. On 1 August 1977, it was renamed Bharat Petroleum Page 11

Corporation Limited. It was also the first refinery to process newly found indigenous crude Bombay High, in the country. Today Bharat Petroleum Corporation Limited has got three refineries at Mumbai, Kochi and Numaligarh. They are also on the verge of commissioning another refinery at Bina in Madhya Pradesh.

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PRODUCT LINES
BPCL Refinery produces a diverse range of products which are PETROCHEMICALS SOLVENTS AIRCRAFT FUEL SPECIALITY LUBRICANTS ETC.

However the products of BPCL Refinery are classified as: 1. CONTROLLED PRODUCTS 2. DE-CONTROLLED PRODUCTS.
1.

Controlled Products: The prices of the products which are fixed by the Government are Controlled Products. Some of the Controlled Products of BPCL Refinery are I. II. III. IV. LPG (LIQUEFIED PETROLEUM GAS) SKO (SUPERIOR KEROSENE OIL) ATF (AVIATION TURBINE FUEL) HSD (HIGH SPEED DIESEL)

2.

De-Controlled Products: The prices of the product which are not fixed by the Government are De-Controlled Products. Some of the De-Controlled Products areI. II. III. IV. V. VI. VII. VIII. IX. X. MOTOR SPIRIT NAPHTHA BENZENE TOLUENE HEXANE SBP 55/115 SOLVENT (SPECIAL BOILING POINT 55/115 SOLVENT) MTO (MINERAL TURPENTINE OIL) LSHS (LOW SULPHUR HEAVY STOCK) FO (FURNACE OIL) BITUMEN

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HUMAN RESOURCES MANAGEMENT OF BHARAT PETROLEUM CORPORATION LIMITED

BPCL is currently streamlining its hr processes and exploring options to empower employees, general manager of BPCLS enterprise resource planning (ERP) competence center. The initial SAP ERP implementation project was a first in india: instead of selecting a few functions, BPCL opted for an innovative, big-bang approach, introducing the full range of functionality available at that time. This included enterprise resource planning, personnel administration, organizational management, financial management, payroll processing, time management, training, and events management. The upgrade and deployment of employee self-service was carried out by bpcl sin-house team of experts at the ERP competence center with support from sap consulting. The process enabled BPCL to implement corporate policies enterprise-wide. The upgrade also allowed BPCL to implement an agile performance management system for 4,300 of officers of the company, a strong and consolidated travel management system, and a centralized payroll. Now it can process salary payments for all employees in less than 10 days. It can also audit reports, process information, make retroactive changes without the need for manual entries, and process reimbursement claims online
Today, BPCL uses its integrated human capital management solution to record, track, and

monitor payroll information, travel expenses, and other employee relate processes. The self-service functionality has empowered both employees and managers, creating greater transparency and reducing the cycle time for processing information and transactions. And the performance management functionality allows the company to assess and develop employees through feedback and appraisals. To improve some of the current processes, BPCL is exploring the use of interactive forms. With the resounding success it has experienced, BPCL is now setting insights on further improvements. In particular, it is focusing on talent management, with the goal of developing its leadership pipeline to manage growth and achieve the companys vision for the future.

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CORPORATE

SOCIAL

RESPONSIBILITIES

(CSR)

OF

BHARAT

PETROLEUM CORPORATION LIMITED

As a socially responsible organization, Bharat Petroleum Corporation limited aims to help the people to enrich their lives and ensure the healthy and safety of their workforce and community. BPCL through its CSR initiatives tries to minimize the adverse impact while taking steps to protect and enhance the natural environment. Some of the specific CSR initiatives that BPCL have undertaken are as follows:Specific CSR initiatives The company has successfully partnered it with kripa foundation de-addiction centre for sustainable efforts in the below following directions: The companys CSR activities cover 37 villages where the company is involved in providing fresh drinking water, sanitation facilities, and medical facilities thereby enhancing their income standards by imparting vocational training. BPCL had provided grants for opening schools to support the growing education structure. BPCL have involved in the activities such as veterinary assistance, adult literacy, entrepreneur development program, construction of infrastructure etc. BPCL also partnered with avert society, a triplicate body of unsaid, naco and government of Maharashtra, for an aids intervention project in the refinery and the adjacent community. The project identifies three major areas of intervention, viz. Workforce (including around 30000 workers), mahul and 25 villages from karjat. The activities under this project includes: One to one intervention at village level Counseling at workforce Street plays and, Folk media to be spread about the same

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 BPCL with the extended collaboration with ngo, bridge public charitable trust, introduced the project boond, a rain water harvesting project to help villages those suffering from accurate shortage of water. The objective of this project was to turn these villages from water scare to water positive. The work mainly comprised of repairs /deeping of wells, building bunds to capture and store rain water and leak proofing of existing bunds, building water tanks etc. All these activities were undertaken with complete participation of the villagers. This also helped to develop a sense of belonging and responsibilities towards their own village. Thus for this BPCL received the excellent water efficient unit award in national award for excellence in water management, 2007and asian csr award 2008 and 2010. Besides all the above CSR initiatives, BPCL also extended their support towards activities such as Fish Landing Centre, support to government hospitals, Support for street lights, construction for crematorium and other related activities as this.

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SOCIO, ECONOMIC AND ENVIRONMENTAL RESPONSIBILITIES OF BPCL

Besides CSR initiatives by BPCL, the company too focuses toward the socio, economic and environmental responsibilities. SOCIO RESPONSIBILITIES: BPCL has always put People above Oil and attributes all its achievement to its people. Attending and retaining employees is a key challenge and BPCL has geared up to this challenge. Socio responsibilities of BPCL are as follows: To ensure that the needs of the employees are maintained. Bpcl maintain a healthy relationship with the various unions that represent their employees. BPCL formed a HSE (health, safety and environment) cell to encourage improved health, safety and environment performance. Formed employee satisfaction and enhancement cell with the objective of making BPCL a great place to work, to lay down framework for prompt redressal of grievances of all employees. BPCL also enforced employee development and growth by giving them opportunity to work in different subs based on their preference and career needs. BPCL ensures provision for equal opportunities.

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ECONOMIC RESPONSIBILITIES:
Being a primarily an energy processing and marketing company and a Public Sector Undertaken (PSU), BPCL to meet the challenges of an evolving and growing market, BPCL have designed and deployed various strategies that will help to contribute towards inclusive growth. BPCL plays an important role in ensuring a steady supply of energy product to the country.Several initiatives were taken under PROJECT DESTINY.The various responsibilities BPCL takes towards economic factor are as follows: Contributing to employee well-being promote creative thinking thus leading innovation, this thereby contribute towards the welfare of employees through provident fund, gratuity, medical insurance, postretirement benefit etc.

BPCL encouragement towards procuring goods and services locally help creating livelihood in the community.

The above two activities directly impact the economy, thus BPCL plays its every nicely Economic responsibilities.

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ENVIRONMENTAL RESPONSIBILITIES: At BPCL. Sustenance of the environment and promoting eco- friendly schemes is an area of priority. Products from BPCL conform to the stringent eco-friendly EURO III norms and are blended with oxygenates to reduce the level of pollutants released in the air. BPCL has revisited its HSE policy which has been formulated highlighting the highest concern and conservation of the environment. BPCL Mumbai Refinery is certified under ISO 14001 (Environment Management System) since 1998.It has various environmental initiatives to minimize the impact of refinery operation, emission, effluents & solid waste generation. Some of the major green initiatives taken by BPCL are as follows: Upgrading refinery to produce clean automotive fuels this includes installation and commissioning of hydrocracker unit under refinery

modernization project (rmp) for production of euro lll grade auto fuel product (high speed diesel), installation of diesel hydro-desulphurization facility for production of euro lll grade auto fuel product (high speed diesel),revamp of catalytic reformer unit for production of euro iii grade motor spirit. Installation methyl tertiary butyl ether (mtbe) unit to replace tetra ethyl lead (tel) from motor spirit. Improvement in energy efficiency of the refinery & distribution operation by use of new technology & modern instrumentation this includes high efficiency boilers & fixed heaters equipped with air pre-heaters & advanced instrumentation like flame detectors / co sensors, high heat recovery crude preheat train systems optimized using pinch technology and installation of cogeneration plant for simultaneous Generation of both power and steam at high efficiency. Minimize / eliminate fugitive emissions through implementation of industry best practices like hydrocarbon leak detection & repair (ldar) and use of floating roof tanks with secondary seals and still well sleeve systems.

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A comprehensive system for hazardous waste management has been implemented at BPCL refinery. Treated effluent water recycling and re-use and rain water harvesting Re-circulating sea cooling tower systems instead of once through sea cooling water system thereby minimizing the sea cooling requirement and effluent discharge to the sea.

BPCL being in the business of supplying energy to the nation is very conscious of its energy conservation activities. As it is well known, energy conservation has a direct impact on environmental emissions.

For

the above responsibilities towards environment, BPCL

has won Golden Peacock

Environment Management Gold Award 2008 instituted by World Environment Foundation, U.K, Genentech Gold Award by M/s. Greentech foundation, FICCI Award 2001/02 in recognition of Corporate Initiative in Environmental Conservation & Pollution Control. And Best Improvement in Energy Conservation awarded by Centre for High Technology under Ministry of Petroleum and natural gas .

Thus BPCL also takes care of socio, economic and environmental responsibilities properly

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CHAPTER 3. INTRODUCTION TO TOPIC

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OCCUPATIONAL STRESS
In the organizational environment, stress has been implicated in the deterioration of performance efficiency by both managers and subordinates. When performance efficiency suffers the quality of the overall organizational environment and productivity deteriorates. A deterioration of the organizational environment is accompanied by deterioration in organizational communication.

Sources of Occupational Stress the primary sources of occupational stress within an organization originate from four areas. These areas include task demands, physical demands, role demands, and interpersonal demands. Any demand, either of a physical nature or psychological nature, encountered in the course of living is known as a stressor

The nature of work is changing at whirlwind speeds. Perhaps now, more than ever before, job stress poses a threat to the health of workers. Stress has long been associated with the onset of significant physical and mental health problems. Occupational stress is a term used to define ongoing stress that is related to the workplace. The stress may have to do with the responsibilities associated with the work itself, or be caused by conditions that are based in the corporate culture or personality conflicts. As with other forms of tension, occupation stress can eventually affect both physical and emotional well being if not managed effectively

Organizations use several kinds of inputs, such as manpower, materials and capital. Peter F. Drucker,called the Management Guru quotes that The greatest opportunity for increasing productivity is surely to be found in knowledge work itself and especially in management. In general, productivity improvement programs are mostly aimed at the worker level. Motivation and stress management play a vital role in productivity.

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What is stress....
People get sick from stress at work and the cost associated with stress is hence significant to the employer. Han Salye, probably the leading authority on the concept of stress, described stress as, the role of all wear and tear caused by life. Stress is associated with constraints and demands. Constraints prevent the person from doing things what he or she desires. Demand refers to the loss of something desired. Stress is highest for the individuals who perceive they are uncertain as to whether they will win or lose and lowest for those who think that winning or losing is a certainty. If winning or losing is an unimportant outcome, there is no stress. For example, if retaining the job or earning a promotion does not hold any importance for the person, the person has no reason to feel stress over having to undergo a performance review. In short, we can define stress as a dynamic condition in which a person deals with a situation or constraint or demand related to his/her desire for which the outcome perceives to be both important and uncertain.

Effects of stress
Stress can have various effects on the individual as well as on the organization. Clearly not only the individual suffers but the organization may also be affected by absenteeism, work related accidents, turnover and impaired decision making. While stress is typically discussed in a negative context, it also has positive value. It offers potential gain, for example, the superior performance that an ophthalmologist give during a complicated surgery. Such individuals often use stress positively to rise to the occasion and perform to their maximum. And hence the productivity rises. The inverted U relationship between stress and productivity From the organizations stand point, management may not be concerned when employee experience low to moderate level of stress.

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Such levels may lead to Inverted U relationship between stress and productivity

Management may not be concerned when employee experience low to moderate level of stress. Such levels may lead to higher employee performance. But high levels of stress or even low levels sustained over a long period of time, can lead to reduced employee performance and thus require action by management. From the individuals standpoint even low levels of stress are likely to be perceived as undesirable. What management may consider as a positive stimulus that keeps the adrenaline running is a very likely to be seen as excessive pressure by the employee.

Sources of stress
There are many physical sources of stress such as work overload, irregular work hours, loss of sleep , noise, improper lighting. Psychological sources of stress may be due to a particular situation such as boring job, inability to socialize, and lack of autonomy, responsibility of results, without sufficient authority, unrealistic objectives, role ambiguity, role conflict and dual career marriages. Since people differ widely in age, economic position and level of maturity people react differently to situations. What might be more stressful to one person may be less to another person.

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The three categories of potential sources and its consequences : 1.Environmental factors Economic uncertainty Political uncertainty Technological uncertainty

2. Organisational factors Task demand Role demand Interpersonal demand Organisational structure Organisational leadership Organisational's life stage

3. Individual factors Family problems Economic problems Personality

Consequences of stress
Stress shows itself in a number of ways. The physiological symptoms of stress are headache, high blood pressure, ulcer and loss of appetite. The psychological symptoms are job dissatisfaction, tension, anxiety, boredom and difficulty in making routine decisions. The behavioral symptoms are absenteeism, turnover, remarkable changes in productivity both increase and decrease. The other behavioural symptoms are increased smoking or consumption of alcohol, fidgeting and sleeping disorders.

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Managing stress
Individuals and organizations have attempted to deal with stress in various ways. Individuals, for example, may try to reduce stress through better management of their time, nutritious food, exercises, career planning, change in jobs, promotion of psychological health, relaxation, meditation and prayer. Time can be managed effectively by, Making daily list of activities to be accomplished Prioritizing activities by importance and urgency Scheduling activities according to the priority set Knowing the daily cycle and handling the most demanding parts of job during the high part Organization may provide counseling or recreation facilities or may improve the job design by matching the person with the job. A proper fit between individual needs and the demands of the task will benefit both the individual and the organization.

Conclusion
Undoubtedly in every organization, a small group of the working population suffers from stress. If the management consider stress as an individual problem and not as a management problem, then they have to meet out with the loss due to absenteeism, turn over, total cost of work-related accidents and work that is not up to the standards. The organization should handle stress positively to increase the productivity.

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CONCEPTUAL FRAMEWORK
Work Pressure

Health of Employee Sickness Absenteeism Decreased Presenteesim

Delay in Work getting done

Loss of Productivity Economic Losses to the industry

Burden on the industry to pay for Medical Expenses of the Employee

Further Economic Losses to the industry

There is an obvious link between an individuals health status and ability to work. However, the relationship is not always straightforward and is influenced by a number of factors.First,work itself can be a cause of illness.

Whenever an employee falls sick , he will remain absent from work. But, when employees develop a health condition, it does not always lead to absence from work, but can also lead to reduced performance on the job. The sick worker may come to work ,but his productivity may be so low that his presence at the workplace does not enhance the productivity or the profitability of the job he is doing (Decreased presenteesim).

Thus, this lead to either delay of work or task getting done or decrease in the productivity of the employee, both leading to economic losses for the company.

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REVIEW OF LITERATURE

Numerous studies indicate that a stress has a greater impact on employees health and organsation.Infact, a Medibank private study of Australia on the cost of workplace stress. Here the researcher found that the no. of stress related claims almost doubled and even the Medibank private has a Strong track record in undertaking leading research that in 2005 research it is found that healthy employees are three times more productive than unhealthy employees and In 2007 Medibank private researcher study found that Presenteesim cost $25.7 billion annually and on average, six working days of productivity are lost per year per employee due to presenteesim. A DuPont study estimates that nearly 70% of all doctor visits are in some way related to that is, they are most likely preventable. Bronchitis due to smoking stomach disorders due to uncontrolled stress, and cardiovascular problem that could be improved by engaging in an exercise program are examples of conditions that can improve through positive lifestyle changes.

The European Agency for Safety and Health at Work commissioned this Status Report on stress at work within the framework of the Topic Centre on Research Work and Health (TC/WH). The Report considers early and contemporary scientific studies on the nature of stress at work, on its effects on health and on the way in which such knowledge is being applied in attempts to manage this problem. The Topic Centre on Good Practice Stress at Work (TC/GP-ST) collects and evaluates good practice information on stress at work both within the EU and beyond. Consequently, this Report deals with the research evidence regarding the assessment and management of stress at work

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CHAPTER 4. RESEARCH METHODOLOGY

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PROBLEM DEFINITION
Research topic which selected is To study the effect of occupational stress on employee of petroleum industry. I have opt this topic because the petroleum industry is very well known for taking care of the well being of its employees. However the nature of the working environment in the petroleum industry .But the petroleum industry is dominated by stressful office work gives more chance for occupational health disease and work environment leading to inevitable dangers.

Stress is a fact of everyday life. When people reach out for help, they are often dealing with circumstances, situations, and stressors in their lives that leave them feeling emotionally and physically overwhelmed.

Determining the extent of stress-related health problems at work is not an easy task. Most organization routinely collect data on ill-health retirements, work days lost due to sickness, injury and disability, etc. However, such data are imprecise and not reliable in terms of describing trends due to changes in, for example, the recording of periodic health record may be changed. It is clear that stress-related ill health is a major cause for concern in terms of its impact on both individuals lives and the productivity of organizations and countries.

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RESEARCH OBJECTIVE
1. To determine the stress factors amongst the workforce of petroleum industry

2. To evaluate the effect of stress level on employees health in management and non management employee.

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RESEARCH DESIGN
Type of Research design : A Descriptive study was planned employing Quantitative Research Methodology.

Method Used: Research work is done. The object of the exercises is to explore and uncover deep-seated emotions and attitudes of the respondent.

Sampling Technique: The sampling techniques planned were Radom Sampling. Due To certain limitation with respect to access to the employees, any other sampling techniques was not feasible.

Sample size:
category ).

112

The sample size that was planned was 112 (56 each from management and non- management

Secondary Data: -

Information of stress.

Secondary data is data collected by someone other than the user. Inclusion criteria ; All the employees of BPCL Exclusion criteria : All contractual employees employed by BPCL

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METHODOLOGY FOLLOWED
An interview schedule was prepared (see Annexure) and then employees were interviewed based on Random sampling technique first it conducted for pilot study .Respect and confidentiality of the respondents was maintained.

On the basis of pilot study again the questionnaire was framed for final study and then the Interview were taken from employees in various administrative office as well as the plant employees who came to the occupational health centre, since the required sample size was not being met. Instead of the planned sample size of 100 respondents, the final number of respondents that could be interviewed reached 112 ( 56 each from management and non management employees).

Data entry was done in MS-EXCEL, to find out the stress level index of the employees all the stress factors were taken into consideration .Then the stress is categories in three levels such as : Low level - 0-15 It indicate the situation were individual is in balance or in tolerable limits Moderate level - 15 30 It indicate the stress is reaches to optimal level, that means there is a possibility of further raise in stress High Level 30 45 It indicate that the individual reaches to burnout stage , that means the individual is suffering from high stress.

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CHAPTER 5. DATA ANALYSIS

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STRESS LEVEL INDEX ON EMPLOYEES IN THE BPCL

60 51 50 40 30 20 9 10 0 0-15 (LOW) 15-30 (MODERATE) NON MANAGEMENT 30-45 (HIGH) MANAGEMENT 4 3 1 44

(Graph no.5.1) Source: Researchs compilation of study

INTERPRETATION:
From the above graph the level of stress in petroleum industry its showing Moderate level (i.e. 44 & 51 resp.) both in management and non- management .However its shows that the amount of stress is reaches to optimal level.

Here the graph is also showing a high level of stress in management area only (i.e.9) which means its harmful for employee and organization .As in this highly competitive business world there is a possibility of further raises in high level of stress.

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TO DETERMINE THE STRESS FACTORS AMONGST THE WORKFORCE OF PETROLEUM INDUSTRY

WORKING CONDITION : WORKING PATTERN : SHIFT AND GENERAL WORK HOURS

Management Percentage Non Percentage Management 5 8.93% 18 32.14% Shift 51 91.07% 38 67.86% General 56 100.00% 56 100.00% (Table no.5.1)

WORKING PATTERN

60 50 40 30 20 10 0 Shift General Management Non Management

Source: Researchs compilation of study

(Graph no. 5.2)

Interpretation:
From the above graph we can observe that the General employee is 91.07% & 67.86% Both in management and non management resp. But due restriction to plant area we cannot cover the more shift people in the refinery. WORKING CONDITION Page 36

Management Welding rarely occasionally frequently 6 2 2 Noise Vibration Chemical 6 8 9 9 6 5 4 rarely 11 occasionally 14 frequently

Non Management Welding Noise Vibration Chemical /gases 2 2 2 1 1 2 3 14 4 11 3 16

(Table no.5.3)
15 10 5 0 Welding Noise Vibration Chemical Management rarely occasionally frequently

20 10 rarely 0 Welding Noise Vibration Chemical /gases occasionally frequently

Non Management

Source: Researchs compilation of study (Graph no. 5.4)

Interpretation:
From the above graph we can observe that the employee are exposed to welding (2 & 2) ,noise (9 & 14 ),vibration(5&11) and chemical & gases (14 &14) frequently in management as well as in non management resp.
TIME PRESSURE AT WORK :

DEADLINE BY WHICH A GIVEN TASK MUST BE COMPLETED : Page 37

DEADLINE BY WHICH A GIVEN TASK MUST BE COMPLETED :

40 35 30 25 20 15 10 5 0 Never rarely occasionally frequently Management Non Management

(Graph no. 5.5)

Interpretation:
From the above graph we can observe that the deadline by which a given task must be completed is 71.43% & 57.14% in management and non management resp.

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WITH REGARD TO WORKLOAD AND TIME CONSTRAINTS CAN COMPLETE EVERYTHING :

WORKLOAD & TIME COMPLETE EVERYTHING :

35 30 25 20 15 10 5 0 Absolutely Mainly Partially Not at all Management Non Management

(Graph no. 5.6) Source: Researchs compilation of study

Interpretation:
From the above graph we can observe that employee can complete there work with regards to workload and time constraints in non management is showing absolutely (i.e.62.50 %) because most of the employee are form plant were it functional. However in management it is showing mainly (i.e.51.79%).

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 PROBLEM ,CONSTRAINTS AND INFLUENCE AT WORK :

HELP FOR HANDLING DIFFICULT SITUATION OR DILEMMAS :

35 30 25 20 15 10 5 0 Never rarely occasionally frequently Management Non Management

(Graph no. 5.7)

Interpretation:
From the above graph we can observe that the employees are getting help in difficult situation or dilemmas is occasionally i.e.30.36% & 21.43 % both in management and non management resp.

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TO EVALUATE THE EFFECT OF STRESS LEVEL ON EMPLOYEES HEALTH IN PETROLEUM INDUSTRY. EMPLOYEE HEALTH:

EMPLOYEE HEALTH :
25 20 15 Management 10 5 0 Diabetes high Blood pressure heart disease obesity musclar pain other Non Management

Source: Researchs compilation of study

(Graph no. 5.8)

Interpretation:
From the above graph we can observe that employees are more suffering from muscular pain in both management and non management i.e.17 &23 resp. we can also observe that high blood pressure is more in non management i.e.23.

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REST IN A DAY (INCLUDING SLEEP )

REST IN A DAY (INCLUDING SLEEP )

40 35 30 25 20 15 10 5 0 less than 6 hrs 6-8 hrs 8-10 hrs more than 10 hrs Management Non Management

Source: Researchs compilation of study (Graph no. 5.9)

Interpretation:
From the above graph we can observe that the employees are taking rest in a day including sleep also is between 6-8 hrs both in management and non management i.e.67.86 % & 50.00% resp.

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 PROFILE OF THE RESPONDENTS (EMPLOYEES) : GENDER :

GENDER : MANAGEMENT & NON - MANAGEMENT

60 50 40 30 20 10 0 Male Female Management Non Management

Source: Researchs compilation of study (Graph no. 5.10)

Interpretation:
From the above graph we can observe that in management and non management there is more male employee (i.e. 91.07 % and 64.29 % resp.)because they have to work in plant area as well as in administrations also .

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AGE GROUP :

AGE GROUP :
40 35 30 25 20 15 10 5 0 Bet 18-25 Bet 26-35 Bet 36-45 Bet 45-55 > 55 Management Non Management

Source: Researchs compilation of study (Graph no. 5.11)

Interpretation:
From the above graph we can observe that in age group of employee in petroleum industry its range between 45 -55 yrs both in management and non management (i.e. 48.21 % and 64.29 % ) resp.and even there are employee more than 55yrs age group also.

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YEARS OF EXPERIENCE :

YYEARS OF EXPERIENCE

45 40 35 30 25 20 15 10 5 0 less than 10 bet 11-20 bet 21-30 more than 30 Management Non Management

(Graph no. 5.12) Source: Researchs compilation of study

Interpretation:
From the above graph we can observe that employee having years of experience is between 21-30 (i.e.58.39%) and there are employee who have the experience more than 30 years

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MEDITATION :

MEDITATION :

45 40 35 30 25 20 15 10 5 0 Yes No Management Non Management

(Graph no. 5.13) Source: Researchs compilation of study

Interpretation:
From the above graph we can observe that the more no. of employee dont do meditation both in management and non management i.e.71.43 % and 78.57 % resp.

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PHYSICAL EXERCISES
Management Percentage Non Percentage Management Never 6 10.71% 15 26.79% rarely 11 19.64% 13 23.21% occasionally 17 30.36% 9 16.07% frequently 22 39.29% 13 23.21% 56 100.00% 56 100.00%

(Table no.5.13)

PHYSICAL EXERCISES :
25 20 15 10 5 0 Never rarely occasionally frequently

Management Non Management

Source: Researchs compilation of study

(Graph no. 5.14)

Interpretation:
From the above graph we can observe that the employee are frequently doing physical exercise both in management and non management i.e.39.29 % & 23.21 % resp.

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FINDINGS

From the data collection and data analysis

1. Form observation made from graphs we can say that , The factors which determine stress from working condition, time pressure at work and problems ,constraint & influence at work

2. There is a pleasant working environment in the organization as well as the Safety of the employee is the first priorities of the BPCL.

3. To increase the co- ordination among the employee all the employee from management and non management come together in the dining hall at the time of lunch.

4. Through study. We came to know that, most of the employees have a response that they dont have a stress at work but they have stress in their personal life which indirectly affects the working atmosphere and to their health.

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LIMITATIONS
1. The ideal sample size could not be achieved due to constraints of time and restricted to the plant areas .

2. The study does not consider the contractual employees which are more in number.

RECOMMENDATIONS

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The workplace is the setting in which many people spend the largest proportion of their time. Healthy behavior should be encouraged across the whole of society. Company should ensure that the staff working in environment section should not be removed for other frequently.

Role clarity is one point where is a task to be performed by the section should be clearly specified.

Importance should be given to health of non management staff along with management employees .As both categories of employees are very different in the type of work they do lifestyle etc. Wellness program should be planned in a way keeping in mind the different category of employees. A one size fits all approach may not work ,because employees indifferent occupational classes have different needs .

Fruit juices can be served for few days of the week and even providing low fat and less oily snacks along with tea instead of oily food stuff (like vada,samosa etc.)Can be more healthy option.

Yoga and meditation sessions of at least 15 minutes can be considered in early morning everyday and it should be compulsory for all.

The company should start the session on hoe to reduce stress at workplace as well as once in six month.

CONCLUSION
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There is a growing consensus on the definition of stress as a negative psychological state with cognitive and emotional components, and on its effects on the health of both individual employees and their organizations. Furthermore, there are now theories of stress which can be used to relate the experience and effects of work stress to exposure to work hazards and to the harmful effects on individual and organizational health that such exposure might cause.

There has been a growing belief in all sectors of employment and in government that the experience of stress at work has undesirable consequences for the health and safety of individuals and for the health of their organizations. This belief has been reflected both in public and media interest and in increasing concern voiced by the trades unions, and professional and scientific bodies. The government is now providing more focus on stress management at work and in current health and safety legislation, focusing in particular on the utility of the control cycle and problem-solving approaches to the management of stress at work.

In the BPCL , Safety and health were given a first priorities almost all the Staff of the BPCL is satisfied with their job and working environment some of the department in the organization are hesitant to provide a suggestion toward this research due to fear of top management, but they are at the same time thankful for whatever BPCL is doing for them . Some employees have suggestion which should be kept in mind while planning any wellness programme.

Bibliography & References

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Company profile Retrieved from www.bharatpetroleum.com Stress at work A Growing problem in today s workplace Retrieved from www.aromatherapy_stress_relief.com/articles/stress_@_work.pdf. Healthy work Matters Retrieved from www.healthyworkmatters.org.uk/stress/reporting.htm Applying knowledge management to oil and gas industry challenges retrieved from www.providersedge.com/docs/km_articles/Applying_KM_to_Oil_and_Gas_Industry_Ch allenges.pdf

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 ANNEXURE :
BPCL OCCUPATIONAL STRESS. Questionnaire
PERSONAL INFORMATION REF NO: _________________

1. 2. 3. 4. 5. 6. 7.

Name

________________________________________________________.

DEPARTMENT ________________________________________________________. TYPE OF OCCUPATION : MANAGEMENT Gender :Male Age : A. 18-25 yrs Marital status: B. 26-35 yrs Female C. 36-45 yrs NON MANAGEMENT D. 45-55 yrs E. > 55 yrs

A. Single

B. Married

C. Divorced

D. Widowed

Educational Qualification

A. SSC B. HSC

C. Graduate D. Post Graduate E. Professional Degree

7. Size of family: a. less than 4 b.between 4-6 c.between 6-8 d.more than that. 8. Monthly Income < 30000 30000-50000 50000-70000 70000-90000 >90000 .

A. WORK PROFILE 1. JOB DESIGNATION: - ___________________________________________________ 2. DATE OF EMPLOYMENT/YEARS OF EXPERIENCE: - _______________. 3 Total number of yrs at the present post/department: - _______________.

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B.WORKING CONDITION 1 WORKING PATTERN: SHIFT GENERAL 2 HOW LONG DOES YOUR WORK DAY USUALLY LAST? [HOURS] _____________________________ 3. TIMING OF WORK _____________________________ 4. RATE THE FOLLOWING FACTORS BASED ON 1 TO 4 SCALES FOR THE LEVEL OF IMPORTANCE: FACTORS NEVER RARELY OCCASIONALLY

FREQUENTLY

ARE YOU CALLED AT HOME REGARDING YOUR WORK? DO YOU HAVE THE OPPORTUNITY TO TAKE BREAKS DURING YOUR WORKDAY? (Q.5) ARE YOU EXPOSED TO :- WELDING NOISE VIBRATION CHEMICALS, GASES

5. IF YOU DO HAVE SOME BREAKS ARE THESE USUALLY: SHORT ONES (LESS THAN 15 MIN) LONG BREAKS (AT LEAST 30 MIN) BOTH SHORT AND LONG BREAKS.

6. DO YOU HAVE YOUR OWN DESK OR WORKPLACE?

YES

NO

7. DO OTHER PEOPLE, BESIDE YOURSELF, WORK IN YOUR OFFICE? A. NO B. C. ONE OTHER PERSON TWO TO FIVE OTHER PEOPLE

D. FIVE TO TEN OTHER PEOPLE E. MORE THAN TEN OTHER PEOPLE

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C.RECENT CHANGES AT WORK FACTORS HAS THERE BEEN AN INCREASE IN THE LENGTH OF YOUR WORKDAY? HAS THERE BEEN INCREASED TIME PRESSURE / NUMBER OF DEADLINES HAVE THERE BEEN OTHER RECENT CHANGES AT WORK? IF YES , PLEASE SPECIFY ________________________________________ HAVE YOU BEEN PROMOTED HAVE YOU BEEN DEMOTED/PUNISHMENT YES NO

D. WORKS ACCIDENTS, INJURIES AND MISHAPS 1. Have you suffered physical harm or injury at work? YES (if yes Q. a & b) NO

a).Minor/ Major/ LTA?________________________________________ b). Brief description.___________________________________________ 2. Have you ever witnessed a serious accident at work? a) One or more accidents with a fatal outcome. b) One or more serious accidents, but never witnessed a fatal outcome. c) Heard about serious accidents at work but never seen this. d) Never witnessed nor heard about a serious accident at work. 3. Is there a system in place at work in case of emergency? a) YES and I know that it functions properly. b) YES, but I do not know how well it actually functions. c) NO, there is not a functioning system in place in case of emergency

E. TIME PRESSURE AT WORK Factors Do you have a deadline by which a given job or task must be completed. Must you speed-up your work tempo? Never Rarely Occasionally Frequently

Factors Can you control the speed at which you work? With regard to your workload and time constraints can you complete everything?

Absolutely

Mainly

Partially

Not at all

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F. PROBLEMS,CONSTRAINTS AND INFLUENCE AT WORK. Factors Can you get help for handling difficult situations or dilemmas? Do you receive clear instruction and/or information concerning your work? Never Rarely Occasionally Frequently

G. REGARDING YOUR HEALTH 1. How many times did you go to a doctor (both within and outside refinery) in the last two months for your illness ? A. Once B. Twice C. Thrice D. More than four times E.Never

2. Did you take any sick leave in the past one month? YES NO

3. Are you suffering from? Diabetes High blood pressure Heart disease Obesity (Motapa) You suffer from body ache, pain in joints and muscles due to your work. Any other specify __________________________________________________

4. Addictions, If any: - Alcohol/Tobacco/Cigarettes.(mention the quantity)_____________

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5. Do you think? Factors YES NO

1. Do you frequently neglect your diet? 2. Do you frequently try to do everything yourself? 3. Do you frequently blow up easily? 4. Do you frequently seek unrealistic goals? 5. Do you frequently fail to see the humor in situations others find funny? 6. Do you frequently get easily irritated? 7. Do you frequently make a "big deal" of everything? 8. Do you frequently complain that you are disorganized? 9. Do you frequently get too little rest? 10. Do you frequently get angry when you are kept waiting? 11. Do you frequently ignore stress symptoms? 12. Do you frequently fail to build relaxation into every day? 13. Do you frequently spend a lot of time complaining about the past? 14. Do you frequently feel unable to cope with all you have to do?

6. How much hours you take rest in a day (including sleep)? One hour Two hour Three hour More than three.

7. Do you do any physical excrise? Never Rarely Occasionally Frequently

8. What type of excrise ___________________________________________. 9. Do you do meditation? YES No

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10. Do you go for outing with your family and friends?

YES

NO

How often ________________________________________________________ 11. Do you have any hobbies or interest? YES NO

Please specify ____________________________________________________ 12. How much times you spend on your hobbies or interest? One hour two hour three hour More than three hour.

SUGGESTION:

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Thank you

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