hpl stress mangement

8/18/2019 HPL Stress Mangement

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TABLE OF CONTENTS

S. NO. CONTENTS PAGE NO.

1. EXECUTIVE SUMMARY 4

1.1 OBJECTIVE OF THE STUDY 5

2. COMPANY PROFILE 6

3. INTRODUCTION TO STRESS MANAGEMENT 17

4 RESEARCH METHODOLOGY 6

5 !UESTIONNAIRE 63

6 DATA ANALYSIS " INTERPRETATION 65

7 CONCLUSION 77

# RECOMMENDATION 7#

$ BIBLIOGRAPHY 7$

EXECUTIVE SUMMARY

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“PEOPLE” is the most important and valuable resource every organization has in the

form of its employees. Dynamic people can mae dynamic organizations. Effective

employees can contribute to the effectiveness of the organization !ompetent and

motivated people can mae things happen and enable an organization to achieve its goals.

Organizations have no" started realizing that the systematic attention to human resources

is the only "ay to increase organizational efficiency in terms productivity# $uality# profits

and better customer orientation. %& can help deliver organizational e'cellence by

focusing on learning# $uality# team"or# and through various employee friendly

strategies.

(y pro)ect has been accomplished in * %PL +,D+- LD. his is one of the best

company in manufacturing of Electrical goods head$uartered at ,e" Delhi.

his pro)ect has been accomplished in t"o parts/

he first priority "as to understand the "oring of an %& department and hence

the first part of the pro)ect report is about the %& Processes# Policies and 0ystems

at %PL +,D+- LD. he various processes lie recruitment selection etc.

he second half of the pro)ect report is focused on stress assessment and its

management.

OBJECTIVES OF THE STUDY

The objective of this project was:

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For PART I

• o understand the functions# "oring# of %& Dept at %PL +ndia Ltd.

For PART II

• o study the causes and sources of stress among employees at %PL.

• o analyse satisfaction level of employees.

• o analyse the "ays to reduce stress at "orplace.

• o study the importance of stress management.

SCOPE OF THE STUDY

his research provides me "ith an opportunity to e'plore in the field of %uman

&esources.

-part from that it "ould provide me a great deal of e'posure to interact "ith the high

Profile managers of the company.

!OMPAN PROFI!"

#$P! India !td.%

%PL# "ith its un"avering commitment to the creation of "orld3class $uality

products# the %PL 4roup has created a niche for itself in the electrical industry. oday#

%PL is regarded as “he echnology 5rand of +ndia” and is one of the premium

manufacturers of reliable Electrical Protection E$uipments# 0"itchgears# Energy (eters

and Energy (anagement 0ystems. !onsistent and sound policies have helped the %PL

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4roup mar a strong presence nationally as "ell as globally. +n its o"n special "ay# %PL

is committed to the gro"th and e'pansion of 5rand +ndia.

%PL# current year "ith a turnover of over &s.788 crores# has a strong "or force of over

9:88# including echnocrats# Design and &D Engineers and (areting Professionals.

%PL believes in providing a range of $uality products to the consumers. he latest ;<

"ith (oeller "ill enable us to provide "orld3class product having latest technology.

%PL +ndia Ltd# one of the leading manufacturers of 0"itchgears and Protection Devices#

Lighting# =ire cable Electronic Energy (eters and Energy (anagement 0ystems in

+ndia 0uperior technology# impressive product portfolio and a $uality driven attitude have

given %PL an edge in the competitive maret. his has also attracted ma)or international

players to collaborate "ith %PL and "or successfully together.

Moe&&er $P! India Pvt. !td: -nnounced its )oint venture “(oeller3%PL +ndia Pvt. Ltd”

"ith the European 4iants he (oeller 4roup# 4ermany# one of the leading suppliers of

Po"er Distribution and -utomation components "orld"ide. >(oeller3%PL +ndia Pvt.

Ltd.? the ne" )oint venture !ompany "ill manufacture maret the latest "orld3class

Po"er Distribution and Protection !omponents in +ndia.

$P! "&ectric ' Power Pvt. !td. / - )oint venture bet"een %PL 4roup and Europe@s

leading s"itchgear company 0ocomec 0.-. Arance# is a maret leader in s"itches and

protection e$uipment manufacturing changeover s"itches# -y0# isolators# Panel (eters#

Electronic Energy (eters# (ultifunction Energy (eters energy (anagement 0ystem#

the energy management control and protection system. %PL 0ocomec is today the top of

mind brand in the maret.

$P! !( / %PL and LB of Denmar alliance has resulted in the manufacture of compact

space saving technically advanced 0"itch Disconnector Ause and 0"itch Disconnector of

international $uality.

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$P! "&e)tra/ an alliance "ith Eletra ailfingen of 4ermany# %PL Produces ne" age

!am operated &otary 0"itches.

-t %PL# "e firmly believe $uality is not a programC it is an approach to business. +t is a

collection of po"erful tools and concepts that is proven to "or. +t is defined by the

customer through his or her satisfaction.

Tota& *+a&it, Management/

uality includes continuous improvement and breathrough events. %PL aimed at

performance e'cellence# anything less is an improvement opportunity. +ncreases customer

satisfaction# reduces cycle time and costs# and eliminates errors and re"or.

-ertification %PL@0 is +0O 882 certified# %PL Product range is successfully tested as per latest +0 and

+E! standards# also conforming to 50E,


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0ocomec of Arance "hich specializes in 0"itchgear Energy (anagement Products in

Europe is having e$uity participation "ith %PL in %PL 0ocomec GPH Ltd and 0ocomec

%PL GPH Ltd.

he product manufactured by these )oint ventures companies are the best in echnology#

uality and Design that is available in Europe no" in +ndia.

%PL manufactures a "ide range of Products in 0"itchgears# (etering# Lighting#

protection e$uipments.

he company has I mareting offices spread throughout the country "ith 1288

authorized dealers and 1:888 retailers stretched all across the country. Our team of over

9:88 "or force and more than 6:8 sales and service engineers are there for effective and

$uic before3and3after sales service.

MI//ION AN0 1I/ION:

Mission

Our mission is to provide the latest and the best technology product in the field of

0"itchgear# Electronic (eters# and Lighting.

Futur Vision

+n line "ith its global ambitions# %PL has been gearing up its

operations by strengthening current business

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practices and aligning them "ith the best global standards to create ne" benchmars of

$uality and customer satisfaction. %PL is committed to develop empo"ering technology

in the form of easy to use# dependable products that meet the !ustomers? needs.

E'porting its products to (iddle East# 0--&! and European !ountries# %PL is

increasingly focused on e'port3led gro"th through optimal utilization of its comparative

technical advantage vis3J3vis competitors.

"o ey factors at %PL ensure a lasting competitive advantage/ an innovative business

model# and complete maret intelligence. Optimum implementation of these factors

enables %PL to create a more effective# sustainable operation# and more value for thecustomers and it "ill continue to focus on consolidating its dominant position in +ndia#

"hile e'panding its reach globally.

MANA2"M"NT T"AM

Mr. !a&it /eth

Managing 0irector

- visionary entrepreneur endo"ed "ith inimitable dynamism and futuristic sagacity is a

een observer of maret trends all over the "orld. +t "as his distinctive idea of import

substantiation that resulted in gro"th of %PL# having e'perience of over 6K years in the

+ndustry.

Mr. Rishi /eth

3oint Managing 0irector

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-n (5- has been in business for the past 1: years looing after the Energy (eter

mareting# Production# Planning# 4eneral -dministration of a fe" units.

Mr. 2a+tam /eth

3oint Managing 0irector

- ualified !hartered -ccountant has been in 5usiness for 12 years and is handling

Ainance# -ccounts# ta'ation and other related activities.

Mr. -.P. 3ain is an Electrical Engineer "ith 26 years of e'perience of manufacturing

electrical product. %e has "ored "ith leading companies. %e has been "oring "ith

%PL 4roup for the past 11 years and is the E'ecutive Director of Electronic (eter

Division besides being incharge of &esearch# Development and uality !ontrol.

OR2ANI4ATIONA! /TR5-T5R" OF $P! IN0IA

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INFRASTRUCTURE


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$P! is committed to constantly pushing ne" frontiers of no"ledge in pursuit of ne"

horizons of technology. $P! has seven integrated state3of3the3art (anufacturing

facilities having international $uality certificate +0O3881/2888. hese production units

dedicated to deliver international $uality standards are located at Ohla GDelhiH# ,oida

GF.P.H# 4urgaon G%aryanaH# ;abli G%imachal PradeshH and 0onipat G%aryanaH.

6e have a we&& e7+ipped:

• R ' 0 -entre for energ, Meters

• "&ectronic Meter Test 8enches

• -F! Man+fact+ring P&ants

• Mo&dings shop

• Machine shop

• Press /hop

• "&ectrop&ating

• Paint shop

-ll our products go through various intricate stages of testing and inspection thatconform to national and international standards of $uality. During 288:# large

investments "ere directed to"ards enhancing the manufacturing strengths. +n addition to

e'pansion and modernization of the e'isting facilities# significant investments "ere

%PL is committed to have satisfied customers through supply of $uality Energy (eters#

Energy (easurements 0ystems# 0"itchgears# !ircuit 5reaers# Distribution 0ystems#

0heet (etal Enclosures and Lighting products by "ay of fulfilling the customers

re$uirements# timely delivery and services. made in building substantial capacities for

ne" products# targeted to drive gro"th in ey geographies in the coming years.

!UALITY POLICY

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Our $uality management policies ensure customer satisfaction# reduce cycle time and

costs# and also eliminate errors and re"or. -t %PL# =e strongly believe that results

Gperformance and financialH are the natural conse$uence of effective $uality management.

Pro"u#ts $ Sr%i#s

=e are manufacturer and e'porter of &eliable Electrical Protection E$uipments#

0"itchgears# Energy (eters and Energy (anagement 0ystems.

=e manufactures a "ide range of Products / 0"itchgear such as 0"itch Ause Fnits# Ause

0"itch Fnits# Electronic Energy (eter 3 0ingle Phase hree Phase# %&! fuse lins

G50 Din ypeH# 0"itch Ause Disconnector# On Load !hangeover 0"itches# Load

5rea 0"itches# Latest technology (iniature !ircuit 5reaers "ith a 5reaing capacity

of 18 B- 3 5 ! !urves as per latest +0 +E! 0pecifications and suitable Distribution

0ystems# 0ide %andle !hange Over# !am operated &otary 0"itches# Energy

(anagement 3 !ontrol Protection 0ystem.

PRO05-T RAN2":

%0"itchgear/

3On Load !hangeover 0"itches

3+solator GLoad 5reaH

30"itch Ause !hangeover

35y Pass 0"itches

3-utomatic ransfer 0"itch G-0H

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%0"itch Disconnector Ause

30"itch Disconnector

3%&! Ause Lins G5olted ypeH

3%&! Ause Lins GD+,3ypeH

3&otary !am 0"itches

3+ndustrial Plug 0ocets

30"itch Ause Fnits 0ide Aront %andle Operation

3Double 5rea Ause 0"itches !hangeover 0"itches +solator G-ir 5reaH

3B+ 3 B- Ause Fnits.

Metering/

%0ingle Phase Electronic Energy (eters

3hree Phase Electronic Energy (eters

3hree Phase =h Panel (eter

3%and %eld (&+ (eter.

Energy (anagement !ontrol Protection 0ystem/

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3Diris

3!ountis --+.

(iniature !ircuit 5reaers

3echno318B-

%&asha3IB-

3(!5@s Distribution 0ystem.

&esidual !urrent !ircuit 5reaer G&!!5H/

3echno &!!5 318B-.

O1"R1I"6 OF $R PRO-"//"/ 9 PO!I-I"/

%PL +,D+- LD. follo"s a centralized system for %& in +ndia. -ll the activities arestarted and coordinated through their corporate %& office at ,e" Delhi. %uman &esource

(anagement is a management function that helps organizations to recruit# select# train#

and develop members in an organization.

Only human resource management is obviously one function "hich is concerned "ith

peoples dimension in organization.

-ll ma)or activities in the "oring life of an employee# that is from the time of

employees entry into the organization to the time employees leaves the organization all

the activities come under the purvie" of human resource management. he activities are

human resource management are human resource planning# )ob analysis# )ob design#

recruitment# selection# orientation and placement# training and development# performance

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appraisal and )ob evaluation# employee and e'ecutive remuneration# motivation and

communication# "elfare# safety and health# industrial relations.

-t %PL# %& is considered as one of the most important resource for the organization.

8and /tr+ct+re for management staff in $P!:

INTRO05-TION

he term stress is derived from the Latin "ord >stringere?# "hich means to clutch#

compress or bind. he concept of stress "as first introduced in the life sciences by %ans

0elye in 16I.during the eighteenth and nineteenth centuries# stress "as e$uated "ith?

force# pressure or strain? e'erted upon a material ob)ect or person "hich resists these

forces and attempts to maintain its original state.

0tress has become a ma)or concern of the modern times as it can cause harm to

employee?s health and performance. 0tress refers to pressures or tensions people feel in

life. -s living human maes constant demands# so it produces pressure# i.e.# stress. 0tress

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is# therefore# a natural and unavoidable feature of human life. %o"ever# stress beyond a

particular level can cause psychological and physiological problems "hich in turn "ould

affect the individual?s performance in the organization. hus# management of stress has

become a challenging )ob for the modern organization.

M"ANIN2 OF /TR"//

“0tress is a dynamic condition in "hich an individual is confronted "ith an opportunity#

constraint# or demand related to "hat he or she desires and for "hich the outcome is

perceived to be both uncertain and important”

0tress is an e'perience that creates physiological and psychological imbalance "ithin a

person. +t is a body reaction to any demands or changes in internal and e'ternal

environment. =henever there is a change in e'ternal environment# such as temperature#

pollution# humidity and "oring conditions# it leads to stress. hese changes usually

come from feelings "e have# lie/

• $appiness

• /adness

• /cared

• Madness

T$IN2/ T$AT -A5/" /TR"// AR" -A!!"0 /TR"//OR/

FOR "AMP!"

• 2oing to a new schoo&

• !oss of a good friend

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• 0ivorce or separation of parents

• 6inning an award

• Ta)ing a test

•0eath of a re&ative

• 8eing sic)

• Moving to a new town

AO& EM-(PLE- -n individual is undergoing an annual performance revie".

,o" in this situation the outcome is uncertain and important. his individual can

feel the stress because he is facing a situation "here bad performance revie" may

lead to stopping of his promotion and good performance revie" can lead to higher

salary and promotion.

0o t"o conditions are e'tremely important for stress to become actual

stress/

Fncertainty over the outcome

Outcome must be important

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NAT5R" OF /TR"//

• 0tress affects all of us differently.

• +t can prove a threat or an opportunity.

• %ormones are released in a stressful situation "hich changes our body language.

• &esearch studies are conclusive# comprehensive and complete.

• 0tress can be positive and negative i.e. Geustress and distressH.

• 0tress is not necessarily follo"ed by stressors.

• 0tress is caused by number of factors lie money# relationship# )ob related factors#

school# universities# $ueing# etc.

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/TR"// MANA2"M"NT

0tress (anagement is an important part of daily living for everyone. =e all need stress in

order to survive. eams need it to perform "ell# and in the right doses# it can be very

healthy# or even en)oyable.

%o"ever# "hen stress becomes e'cessive it can be very damaging. +t can

harm/

• $ea&th

• $appiness

• 6or) performance

• Team spirit and cooperation

• Re&ationships

• Persona& deve&opment

/TR"// MANA2"M"NT IN1O!1"/ FO!!O6IN2 /T"P/ AT T$" /IMP!"/T

!"1"!

;. Recogni. Ta)ing action to address the ca+ses and thereb, red+ce the s,mptoms.

?. 6here necessar,@ ta)ing interim steps to re&ieve the s,mptoms +nti& the

+nder&,ing ca+ses have been addressed.

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+t is important to recognize and address the underlying causes of stress# or else the

e'perience of stress "ill never go a"ay.

AO& EM-(PLE# suppose @overwor) @ is causing stress# "hich is resulting in

headaches. +f you only address the symptoms Geg/ by taing pain illers to reduce

the headachesH# the stress remains# and the headaches "ill return. %o"ever# if you

can restructure your "or demands so that you are not over"ored# the headaches

"ill then disappear "ithout the need for pain illers.

- further complication can arise in that some symptoms may be @learned@# and therefore

removal of the underlying causes may not relieve the symptoms. Aor e'ample# in the

over"or e'ample# the headaches might continue long after the problem of over"or has

been addressed.

TP"/ OF /TR"//

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0tress affects us all. Physiologically# stress is a body?s reaction to a perceived threat

"hich re$uires either >fight or flight? in a stressful situation. he body is placed on a "ar

footing because of the hormones secreted by the body in a stressful situation. his stage

is referred to as alarm stage "ith increased heart beat# high blood pressure# increased

respiration etc. his could prove helpful as "ell as sometimes unhelpful depending upon

the circumstances and situation but prolonged stress can prove even fatal for individuals

and it can also lead to stress and its relationship "ith different factors lie )ob etc. are not

conclusive# comprehensive and complete.

TP"/:

1. EF0&E00

2. D+0&E00

6. %NPE&0&E00

9. %NPO0&E00

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FIGURE…….TYPES OF STRESS

%NPO

0&E00

EF0&E00

%NPE&

0&E000

D+0&E00

TP"/

OF

/TR"//

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;. "5/TR"//

Eustress is one of the helpful types of stress. +t is the type of stress you e'perience right

before you have the need to e'ert physical force. Eustress prepares the muscles# heart#

and mind for the strength needed for "hatever is about to occur.

Eustress can also apply to creative endeavors. =hen a person needs to have some e'tra

energy or creativity# eustress ics in to bring them the inspiration they need. -n athlete

"ill e'perience the strength that comes form eustress right before they play a big game or

enter a big competition. 5ecause of the eustress# they immediately receive the strength

that they need to perform.

=hen the body enters the fight or flight response# it "ill e'perience eustress. he eustress

prepares the body to fight "ith or flee from an imposing danger. his type of stress "ill

cause the blood to pump to the ma)or muscle groups# and "ill increase the heart rate and

blood pressure to increase. +f the event or danger passes# the body "ill eventually return

to its normal state.

0tress need not be bad all the time. 0ometimes# stress can be good too. Eustress# a type of

positive stress is actually good for your body. +t is basically a desirable form of stress

"hich is healthful and gives a feeling of contentment. +t eeps you e'cited about life.

"5/TR"// I/ NOT 0AMA2IN2

3+st beca+se "+stress is a t,pe of stress@ it need not be damaging to o+r bod,. 5n&i)echronic stress that is taing on o+r bod,@ e+stress does not have an, +nfavorab&e

effects on o+r bod,. Instead@ it &ifts +p o+r spirits and he&ps +s sta, in a good mood.

"+stress provides the desired ba&ance b, evening o+t the negative stress.

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"5/TR"// FOR /TR"// MANA2"M"NT

+f utilized in a proper manner# Eustress can actually help us get rid of stress. 0ince

eustress is a positive phenomenon# it can help change our mindset and attitude to"ards

things. +t helps us consider the threats in our life as challenges. his changes our mental

attitude to"ards different situations in life and helps us steer clear of stress.

Eustress is "hat they call good stress. he ind "e feel "hen "e get a raise# or buy a ne"house# or go on a great first date. 4ood in the sense that it maes us feel good# that the

stress is en)oyable. !hallenges and pro)ects create eustressC overload and problems create

distress Gbad stressH.

%o"ever# eustress is not the same as serenity and blissfulness. Eustress is still stress. +t

still has many of the same symptoms of distress# including/

•

Raised adrena&ine &eve&s• Raise corticosterone &eve&s #a steroid hormone%

• Increased heartrate

• Increased respiration

• $igher b&ood press+re

4ood stress "ill also )ust as easily lead to physical problems such as heart disease# high

blood pressure# stroe# enlargement of the adrenal glands# and other illnesses.

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=. 0I/TR"//

Distress is one of the negative types of stress. his is one of the types of stress that the

mind and body undergoes "hen the normal routine is constantly ad)usted and altered. he

mind is not comfortable "ith this routine# and craves the familiarity of a common routine.

here are actually t"o types of distress/

aH -cute stress

bH !hronic stress.

a% Ac+te /tress

-cute stress is the type of stress that comes immediately "ith a change of routine. +t is an

intense type of stress# but it passes $uicly. -cute stress is the body@s "ay of getting a

person to stand up and tae inventory of "hat is going on# to mae sure that everything is

OB

b% -hronic /tress

!hronic stress "ill occur if there is a constant change of routine for "ee after "ee.

!hronic stress affects the body for a long period of time. his is the type of stress

e'perienced by someone "ho constantly faces moves or )ob changes.

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>. $P"R /TR"//

=hen a person is pushed beyond "hat he or she can handle# they "ill e'perience "hat

"e called hyper stress.

%yper stress results from being overloaded or over"ored. +t?s lie being stressed out.

=hen someone is hyper stressed# even little things can trigger a strong emotional

response. People "ho are most liely to suffer from hyper stress are/

- =oring mothers "ho have to multi3tas# )uggling bet"een "or and family

commitments

3 - =all 0treet trader "ho are constantly under immerse tension

3 People "ho are under constant financial strains.

3 4enerally people "oring in fast pace environment

%yper stress is the type of negative stress that comes "hen a person is forced to

undertae or undergo more than he or she can tae. - stressful )ob that over"ors an

individual "ill cause that individual to face hyperstress.

- person "ho is e'periencing hyper stress "ill often respond to even little stressors "ith

huge emotional outbreas. +t is important for a person "ho thins they might be

e'periencing hyper stress to tae measures to reduce the stress in their lives# because

hyperstress can lead to serious emotional and physical repercussions.

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?. $PO/TR"//

%ypostress stands in direct opposite to hyperstress. hat is because %ypostress is one of

those types of stress e'perienced by a person "ho is constantly bored. 0omeone in an

unchallenging )ob# such as a factory "orer performing the same tas over and over# "ill

often e'perience hypo stress. he effect of hypo stress is feelings of restlessness and a

lac of inspiration.

%ypostress is basically insufficient amount of stress. hat is because hypostress is the

type of stress e'perienced by a person "ho is constantly bored.

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5eyond specific tas related pressures# other aspects of )ob may pose physical threats to a

person?s health. Fnhealthy conditions e'its in occupations such as coal mining and to'ic

"aste handling. 0ecurity is another tas demand that can cause stress. 0omeone in a

relatively secure )ob is not liely to "orry unduly about losing that position. hreats to

)ob security can increase stress dramatically.

FOR "AMP!"# stress generally increases throughout an organization during a

period of layoffs or immediately after a merger "ith another firm.

=% Ro&e demands

he sources of stress in organizational role include role ambiguity# role conflict#

responsibility to"ards people and things and other stressors. &ole ambiguity involves

lac of clarity about the "or ob)ectives# e'pectations of colleagues related to scope and

responsibilities of the )ob. &ole conflict arises "here the individual is e'posed to

conflicting )ob demands or is re$uired to do things "hich he does not "ant to do.

&esponsibility to"ards people is more stress generating than responsibility to"ards

things Gi.e. e$uipment# material# etc.HOther role stressors include lac of participation in

decision maing# lac of managerial support and need for maintaining high standards of

performance.

>% Inter persona& re&ationships at wor)

he nature of relationship "ith one?s boss# subordinates and colleagues also form a ma)or

source of stress. Poor relations involve lo" trust# supportiveness and lo" interest in

listening to and dealing "ith organizational problems of the members. he members feel

more stress if the boss is lo" on >consideration?. >as oriented? managers cause more

stress to subordinate than >people3oriented? managers. 0tress is generated not only by the

pressure of relationship but also by a lac of ade$uate social support from colleagues

during difficult situations.

?% Organi


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his source of stress involves perception of being in the organization and a threat to one?s

freedom# autonomy and identity. 0pecifically such stressors include/ little or no

participation in decision3maing# lac of belongingness# lac of effective consultation#

poor communication# restrictions on behaviour and politics by some organizational

members.

B% Organi


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ii. 0tatus incongruity Gunder or over promotion and frustration stemming from

attainment of one?s career ceilingH.

=% T,pe A and t,pe 8 profi&es

ype - and ype 5 profiles "ere first observed by t"o cardiologists# (eyer Ariedman

and &ay &osen man. hey first got the idea "hen a "orer repairing the upholstery on

their "aiting room chairs noted that many of the chairs "ere "orn only on the front. his

suggested to the t"o cardiologists that many heart patients "ere an'ious and had a hard

time sitting stillthey "ere literally sitting on the edges of their seats.

he e'treme ype - personality is characterized by feeling a chronic sense of time

urgency and by an e'cessive competitive drive. he ype an individual is “aggressively3

involved in a chronic# incessant struggle to achieve more and more in less and less time#

and if re$uired to do so# against the opposing efforts of other things or other persons.”

The characteristics of T,pe A persona&it, inc&+de the fo&&owing:

+. -l"ays moving# "aling# taling and eating rapidly.

++. Aeeling of impatience "ith the rate at "hich most events tae place

+++. 0triving to thin or do t"o or more things simultaneously.

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things or participate in an endless gro"ing series of events in an ever decreasing

amount of time.

T,pe 8 persona&ities can be identified b, the fo&&owing characteristics:

+. Play for fun and rela'ation# rather than to e'hibit their superiority at any cost

++. !an rela' "ithout guilt.

+++. %ave no pressing deadlines

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2RO5P /TR"//OR/

;% No socia& s+pport

=hen an individual gets social support from group members# it satisfies his social needs

and he feels happy and relieved but if it is the other "ay round it is very depressing and is

bad for individual.

=% !ac) of gro+p cohesiveness

-bsence of group cohesiveness causes stress. =hen group cohesiveness is less# there is

lo" morale# less communication# more conflict. 4roup cohesiveness means “the degree

to "hich members are attracted to a group# are motivated to remain in the group# and are

mutually influenced by one another.”

>% -onf&ict

=hen there are discussions and interactions amongst individuals# sometimes there are

conflicts# "hich become the source of stress for the individual.

2"N"RA! -A5/"/

here are some causes also "hich generate stress lie/

• hreat

• Aear

• Fncertainty

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0-4E0 OA 0&E00

FI25R"DD /TA2"/ OF /TR"//

%E -L-&( P%-0E

he -larm phase is characterized by the triggering on the 0tress -lert 0ystem Gthe fight

or flight responseH. here is thus an over activity of the sympathetic nervous system# and

the simultaneous inhibition of the parasympathetic nervous system. -larm is generated in

the body and the "hole body starts preparing for a fight or taes a flight. here is a flush

of energy# and all activities are speeded up. he pressure is evident and could be seen in

his e'citement or fear.

66

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Loo at a student@s face )ust before he is going to give an e'am. +sn@t the fear and tension

clearly evident =hen something has )ust started stressing you and you feel a fight or

flight ind of attitude# then you are in the alarm stage of stress. +t is the start up stage

"hich defines the first reaction to the stressor.

his stage e'periences an over acting of the sympathetic nervo+s s,stem "herein

adrenaline and cortical increase and b&ood f&ows a"ay from the brain to the m+sc&es

-s a result# dendrites shrin bac in the brain to moderate the flo" of information#

slo"ing or closing do"n the nonessential body functions. he "hole body starts

preparing itself to fight against the reason of stress. he fear# e'citement or pressure is

evident on the sufferer@s face.

%E &E0+0-,!E P%-0E

+n the &esistance phase because of the continuity of the stressful conditions there is

depletion of energy# the person feels run do"n. -s the pressure mounts he struggles to

meet the various demands e'pected of him. %e starts getting bouts of irritation# there is

over3reaction to minor issues# sleep pattern starts getting altered and he starts getting

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taes over. -s the very name suggests the person feels fully e'hausted tired. his may

go even to the e'tent of absence of all enthusiasm to "or or even to live. Psychosomatic

diseases tae roots. here is emotional breado"n# insomnia# heart 5P complications#

and host of other very painful symptoms associated "ith burnout.

FOR "AMP!" +f a student is preparing for his e'am and despite of every

possible effort# he is not able to relate to his studies# he is bound to get stressed.

he stress could reach a height "here heshe may feel completely e'hausted and

helpless to the e'tent of committing suicide. his is the e'haustion stage.

T$I/ /TA2" I/ F5RT$"R 0I1I0"0 INTO T6O P$A/"/:

Initia& phase

he stress persists and due to lac of appropriate measures the person is not able to

concentrate and "or efficiently.

8+rno+t

he person is completely e'hausted and drained of all energy reserves. here is a

complete physical# psychological and emotional breado"n. his re$uires immediate

attention.

here are certain medications that can help you cra"l out of the situation. 5ut# you need

to identify your stressor first. Nou also need to practice some self help tips depending on

the type of stress you are suffering from.

5urnout is the most dangerous stage "hich the stressed people come to. -ny signs of

burnout sho" the urgency of the situation and have to be handled at the earliest "ith

highest priori

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/tress s,mptoms: "ffects on ,o+r bod,@ fee&ings and behavio+r

0tress symptoms may be affecting one?s health# even though he might not realize it. -

person may thin illness is to blame for that nagging headache# or fre$uent forgetfulness

or decreased productivity at "or. 5ut sometimes stress is to blame. +ndeed# stress

symptoms can affect your body# your thoughts and feelings# and your behavior. =hen a

person recognizes common stress symptoms# he can tae steps to manage them.

/OM" /I2N/ OF /TR"//

PHYSICAL(BODY) MENTAL(MIND) EMOTIONAL(FEELINGS)

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$eadaches

Nervo+sness

Rashes

/tomachaches

Fast heartbeat

Perspiration

0r, mo+th

0iarrhea

-o&d hands and feet

Tense m+sc&es

!ac) of

concentration

Forgetf+&ness

0rop in schoo&

performance

5nab&e to st+d,

-are&essness

8ored

Anger o+tb+rst

Night mares

/ad9depressed

6ithdrawn

Fighting

+f you do have stress symptoms# taing steps to manage your stress can have numerous

health benefits. 0tress management can include/

• Ph,sica& activit,

• Re&aation techni7+es

• Meditation

• oga

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STRESS WARNING SIGNS AND SYMPTOMS

Cogniti! S"#$to#% E#otion&' S"#$to#%

• Memory problems

• Inability to concentrate

• Poor judgment

• Seeing only the negative

• Anxious or racing thoughts

• Constant worrying

• Moodiness

• Irritability or short temper

• Agitation inability to relax

• !eeling overwhelmed

• Sense o" loneliness and

isolation

P"%i&' S"#$to#% B!&io*&' S"#$to#%

• Aches and pains

• #iarrhea or constipation

• $ausea di%%iness

• Chest pain rapid heartbeat

• &oss o" sex drive

•

!re'uent colds

• (ating more or less

• Sleeping too much or too little

• Isolating yoursel" "rom others

• Procrastinating or neglecting

responsibilities

• )sing alcohol cigarettes or

drugs to relax

/,mptoms of stress can be c&assified as fo&&ows:

1H 0hort3term Physical 0ymptoms

2H 0hort3term Performance Effects

6H Long3term Physical 0ymptoms

9H +nternal 0ymptoms

:H 5ehavioural 0ymptoms

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-ON/"*5"N-"/ OF /TR"//

0tress is the spice of life. !omplete freedom from stress comes only in death. 0tress becomes distress "hen "e begin to sense a loss of our feelings of security and ade$uacy.

+t may produce physical# behaviour and psychological conse$uences as discussed belo"/

FIGURE…CONSE+UENCES OF STRESS

a% P$/I-A! -ON/"*5"N-"/

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he physical or medical conse$uences of stress affect a person?s physical "ell3being.

%eart disease and smoe# among other illness# have been lined to stress. Other common

medical problems resulting from too much stress include headaches# bacaches# ulcers

and related stomach and intestinal disorders# and sin conditions such acne and hives.

b% 8"$A1IO5RA! -ON/"*5"N-"/

he behavioural conse$uences of stress may harm the person under stress or others. One

such behaviour is smoing. &esearch has clearly documented that people "ho smoe

tend to smoe more "hen they e'perience stress. here is also evidence that alcohol and

drug abuse are lined to stress# although this relationship is less "ell documented. Other

possible behavioural conse$uences are accident proneness# violence and appetite

disorders.

c% P/-$O!O2I-A! -ON/"*5"N-"/

he psychological conse$uences of stress relate to a person?s mental health and "ell3

being. =hen people e'perience too much stress at "or# they may become depressed or

find themselves sleeping too much or not enough. 0tress may also lead to family

problems.

BURNOUT

5urnout is a general feeling of e'haustion that develops "hen an individual

simultaneously e'periences too much pressure and has too fe" sources of satisfaction.

5urnout is the most severe stage of distress. Depression# frustration and a loss of

productivity are often symptoms of burnout. +t can be due to a lac of personal fulfillment

in the )ob# or a lac of positive feedbac. hus# both supervisors and managers have a

crucial role to play in identifying )obs liely to result in employee distress or burnout.

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-onse7+ences for the organi


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0O(E !O((O, 0+4,0 -,D 0N(PO(0 OA EM!E00 0&E00

• &egularly "aling# eating or "oring in a rushed "ay.

• &egularly thining and "orrying about the past or future.

• Are$uent tension in the body Gesp. nec# face# shoulders# bac and chest# and

stomachH "hich often goes unnoticed until one slo"s do"n# breaths deep and

carefully surveys the body.

• Aeeling of the Q"eight of the "orldQ on your shoulders.

• Emotionally Qon edge.Q

• &egular tiredness during the day.

• 0ignificant need for outside stimulation to feel good Gcoffee# s"eeteners# food#


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/TR"// AN0 3O8 P"RFORMAN-"

0tress can either be helpful or harmful to )ob performance of an employee depending

upon the amount of stress on them.

The fo&&owing graph can be +sed to st+d, stress and performance re&ationship

FIGURE…. Per"ormance-Stress *elationship Curve

PERFORMANCE-STRESS RELATIONSHIPCUR,E

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• /tress is considered as a friend when optim+m amo+nt of stress is present.

• 6hen there is no stress@ job performance is ver, &ow as cha&&enges are ver,

&ow in the job. As stress increases@ it he&ps an emp&o,ee to face and meet the

cha&&enges that increases the performance &eve& of the emp&o,ee.

• Optim+m stress is the amo+nt of stress that refers to a personEs best

performance.

• /tress becomes foe if it increases be,ond the &eve& of optim+m stress as there

is no improvement in the personEs performance after this &eve& of stress.

• And if stress becomes too heav,@ performance dec&ines sharp&, and if f+rther

stress increases@ it comes to a brea)ing point where the brea)down occ+rs

and performance comes down to


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0tress pushes us to gro"# to change# to fight# and to adapt. -ll life events# even positive

ones# cause a certain degree of stress. Aor e'ample getting a ne" )ob is a positive change#

getting married# falling in love# getting a raise# "inning a tennis match

T6O IMPORTANT FA-TOR/ IN /TR"// AN0 PRO05-TI1IT

P"RFORMAN-" AR"

;% (IN0 OF 3O8

1ario+s st+dies have proved that stress is more in s+ch )ind of jobs which have

major responsibi&it, for financia& and h+man reso+rces. Managers fa&& in this

categor,. /tress is of &itt&e degree in jobs which are &ess responsib&e &i)e maids@

domestic servants@ etc.

=% P"R/ONA!IT AN0 /TR"//

/tress is what one fee&s when the persona&it, of an individ+a& has a set of be&iefs that

adds rigidit, to the persona&it, str+ct+re. /+ch rigid persona&ities face &ot of

prob&ems and fee& stressed. A&& is needed to re&ease the stress is to bring f&eibi&it,

into the persona&it, and recondition the o&d be&ief and have a broader o+t&oo)

regarding different iss+es and incorporate the charges ta)ing p&ace in the

envoronment.Research indicates that those who seem to effective&, hand&e a high

&eve& of stress@ possess one or more of the favo+rab&e persona&it, feat+res of interna&

foc+s of contro&@ se&f esteem and high &eve& of to&erance. The, fee& &ess stressed and

&ess pained in contrast to those persons who have &ess to&erance and who wor) in

+ncertain environment. Those with positive attit+de@ high se&festeem can hand&e

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stress in an ece&&ent wa, in bad and stressf+& conditions and the, are more

confident@ s+ccessf+& in &ife. 8, raising oneEs capacit, to hand&e stress we can fee&

good.

3O8 /TR"//"R/ AT T$" 6OR(P!A-"

+n the "orplace# stress can be the result of any number of situations.

/ome eamp&es inc&+de:

-ategories of 3ob

/tressors

"amp&es

FA-TOR/

5NI*5" TO

T$" 3O8

• "orload Goverload and under loadH

• pace variety meaningfulness of "or

• autonomy Ge.g.# the ability to mae your o"n decisions about our o"n )ob or

about specific tassH

• shift "or hours of "or

• physical environment Gnoise# air $uality# etcH

• isolation at the "orplace Gemotional or "oring alone+

RO!" IN T$"

O&4-,+0-+O, • role conflict Gconflicting )ob demands# multiple supervisorsmanagersH

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• role ambiguity Glac of clarity about responsibilities# e'pectations# etcH

• level of responsibility

/TR"// AN0 OR2ANI4ATIONA! IMPA-T

0tress# both "or and non3"or can have a profound effect on an organizational climate

and morale. Aor most people# a moderate amount of stress can be beneficial Gpositive

stressH.but "hen pressure and stress reach a level "here an individual struggles to cope# both mental and physical changes can occur. here are numerous negative stressors

impacting today?s "orforce. hings lie )ob security fears# increased "orloads and

e'tended "or hours can all result in negative stress. 0ome of the outcomes of stress on

an organization can include employee )ob dissatisfaction# employee turnover#

absenteeism# reduced performance and lac of productivity and efficiency.

Aor most organizations# great attention is paid to employee morale and "orforce

engagement levels. +f the ma)ority of employees are e'periencing negative level of stress#

things lie team"or and effective communications suffer. (any companies conduct

yearly employee opinion surveys to measure engagement. here is usually significant

correlation bet"een the current climate in an organization and survey scoring. During

times of uncertainty Gbusiness optimization initiatives resulting in lay3offsH# not

surprisingly# scores in areas lie motivation and company commitment are very lo".

!onversely# during positive times Gcompany reaches financial targets resulting in

incentive payments for staffHC survey scores are considerably more favorable.

Overall# manageable levels of stress in an organization "ill translate into higher

employee morale and )ob satisfaction. &egarding stress and employee absenteeism from a

disability management stand point# the duration of absences due to stress is often much

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greater than absences from other causes. employees often return to "or four "ees after

breaing a bone "hile employees on stress levels can be absent for months. 0tress can

also manifest itself in suppressed immune function resulting in susceptibility to viral and

bacterial infections. he negative impacts resulting from "orer absenteeism are far3

reaching. in the customer service industry their seems to be a vicious circle "hen it

comes to individual stress impacting team stress# "hich in turn impacts stress on the

customer. Employees "oring short staffed due to employee absenteeism are under

pressure. 5eing short staffed can cause employee irritability and conflict and increased

delays in customer service for customer. his in turn results in lo"er customer

satisfaction levels "hich ultimately negatively affect the company?s bottom line. 0tress

can therefore significantly impact the profitability of an organization.

(anagement representatives routinely observe lo"ered individual performance due to

stress "hich subse$uently negatively affects the overall team performance. 0tress causes

memory impairment# less effective decision maing and from a health and safety

standpoint# increased accidents in the "orplace. Employee situations re$uiring

discipline to improve performance can cause stress resulting in the opposite effect. +f an

employee is facing a suspension or termination due to repeated offences# you often see

even poorer performance as employees feel the impending discipline looming over their

head. (any companies have identified that as an organization# they need to focus on

coaching and positive reinforcement to give employees every opportunity to be

successful. 0tress management is essential to improve overall organizational

performance.

-nother impact of stress on an organization is reduced productivity and efficiency.

-lthough the effect of absenteeism is obvious# reduced productivity and efficiency can

also result "hen a "orforce is e'periencing negative stress and pressure. Employees

under stress are much less inclined to channel energy into continuous improvement

initiatives or creative problem solving pursuits. =hile in self3preservation mode "hen

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dealing "ith stress# individuals tend to spend their time and energy doing the bare

minimum to eep up. -s "ell# an over3stressed team "ill have less energy to begin "ith

as studies have sho"n that stress depletes energy stores and a person?s physical and

mental capabilities. Often greater demands are placed on "orers in today?s competitive

maret place. Aor e'ample# in the customer service and entertainment industry# there is no

shortage of options for people to spend their disposable income. -nd in today?s economic

climate# companies are e'pected to try to do more "ith less. -lthough profitability is the

focus# this pursuit can not be to the detriment of the "orforce. Putting too much pressure

and stress on staff to perform "ill u7ltimately have the opposite effect Gi.e. burn out#

conflict and incidents of "orplace aggressionH

0tress and stress management is a reality in today?s organizations. 0uccessful

organizations today realize the importance of not only monitoring "orplace stress# but

implementing vehicles to reduce stress for all employees. ime and money can be spent

by a company creating programs and initiatives to address stress related issues or a

company can spend their money battling absenteeism# employee turnover and rising

benefit costs.

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MANAGEMENT OF STRESS

0tress is inevitable in human life. here is# therefore# no "ay out but to cope "ith stress

or fight it out. here are t"o strategies that can help the employees to cope "ith stress.

hese are the coping strategies at the organizational level# at individual level and others.

-OPIN2 /TRAT"2I"/ AT T$" OR2ANI4ATIONA! !"1"!

OR2ANI4ATIONA! RO!" -!ARIT

People e'perience stress "hen they are not clear about "hat they are e'pected to do in

the organization. his may happen because either there is ambiguity in the role or there is

role conflict. 0uch a situation can be overcome by defining each role more clearly. &ole

analysis techni$ue helps to analyze "hat the )ob entails and "hat the e'pectations are.

5reaing do"n the )ob to its various components "ill clarify the role of )ob incumbent

for the entire system. his "ill help to eliminate imposing unrealistic e'pectations on the

individual leading to reduced stress.

3O8 R"0"/I2N

;ob may be a source of stress to many individuals. Properly designed )obs and "or

schedules can help ease stress in the individuals and the organization.

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/TR"// R"05-TION AN0 /TR"// MANA2"M"NT PRO2RAMM"/

0tress reduction programmers aims to identify relevant organizational stressors and thus

to reduce their effects by redesigning# reallocating "orloads# improving supervisory

sills# providing more autonomy or )ob variety# etc. 0tress management schemes usually

focus on training individual employees or their "or groups# to manage their stress

symptoms in more effective "ays.

/5PPORTI1" OR2ANI4ATION -!IMAT"

(any organizational stressors emerge because of faulty organizational policies and

practice. o a great e'tent# these can be controlled by creating supportive organizational

climate. 0upportive organizational climate depends upon managerial leadership rather

than the use of po"er and money to control behaviour. he focus is primarily on

participation and involvement of employees in decision3maing process. 0uch a climate

develops belongingness among the employees "hich helps them reduce their stress.

-O5N/"!!IN2

!ounseling is discussion of a problem by a counselor "ith an employee "ith a vie" to

help the employee cope "ith it better. !ounseling sees to improve employee?s mental

health by the release of emotional tension "hich is also no"n as emotional catharsis.

People get an emotional release from their frustrations and other problems "henever they

have an opportunity to tell someone about them.

-OPIN2 /TRAT"2I"/ 8 IN0I1I05A!/

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;. &ela'ation/ !oping "ith stress re$uires adaptation. Proper rela'ation is an

effective "ay to adapt. &ela'ation can tae many forms. One "ay to rela' is to

tae regular vacations. +t has been observed that people?s attitudes to"ard a

variety of "orplace characteristics improve significantly follo"ing a vacation.

People can also rela' "hile on the )ob..

=. ime management/ ime management is often recommended for managing

stress. he idea is that many daily pressures can be eased if a person does a better

)ob of managing time. One popular approach to time management is to mae a list

every morning of the things to be done that day. he things to be done may be

arranged in the list according to their importance. his strategy helps people get

more of the important things everyday. +t also encourages delegation of less

important activities to others.

>. &ole management/ Fnder this# the individual "ors to avoid role overload#

role ambiguity and role conflict. Aor instance# if a "orer does not no" "hat is

e'pected of him# he should as for clarification from his boss. - "orer should

accept e'tra "or if he feels that he "ould be able to do that.

?. 0upport group/ +t is a group of friends or family "ith "hom a person can share

his feelings. 0upportive family and friends can help people cope "ith routine

types of stress on an ongoing basis.

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0tress management programs are programs developed to help a person cope up "ith

stress and its short and long term effects. Each and every stress management program is

tailored to the needs of the individual.

0tress management programs are program pacages developed to help a person cope up

"ith stress and its short and long term effects. Each and every stress management

program is tailored to the needs of the individual. he evaluation and the intervention

should be specific to the individual. 0tress management program materials are available

online# in !Ds# in te'tboos. he program is also conducted in various institutes. hey

are not only beneficial to the participants# but also to those "ho conduct them. hey are

turning out to be lucrative businesses especially in the "est. (oreover the F0 Public

%ealth 0ervices had stress reduction by the end of 288: as one of its health promotion

goals.

O83"-TI1"/

• o identify the person "ith stress

• o assess his problems

• o assess his $ualities including the vulnerability to stress

•

o provide all details about stress• o teach him stress reduction techni$ues suitable to him

• he tool for staying calm and in focus despite uncertainty

• (astering the choice and change challenge

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• &educed stress through improved organization

• -voiding the Q-s 0oon -s rapQ

/TR"// MANA2"M"NT

TRAININ2

8"N"FIT/ TO T$"

OR2ANI4ATION

/TR"// MANA2"M"NT TRAININ2

8"N"FIT/ TO T$" IN0I1I05A!

• &educed negative organizational

stress

• +ncreased individual productivity

and responsibility

• 5etter team communications and

morale

• &etention of valued employees

• +mproved customer satisfaction

• &educed personal stress

• +mproved decision maing

• +ncreased productivity

• !onnecting better to family friends

(ore value# balance happiness every day

R"/"AR-$ M"T$O0O!O2

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Research 0esign:

- research design is a logical systematic plan prepared for directing a research study.

+t constitutes the blue print for the collection# measurement# analysis and interpretation of

observations.

Descriptive Study:

Descriptive study "ill be carried out to no" the act+a& stress &eve& among theemp&o,ees at $P! India !td. he no"ledge of actual training and development

process is needed to document the process and suggest improvements in the currentsystem to mae it more effective.

/amp&e /e&ection:

- sample of 188 employees "as selected randomly consisting of employees of variousdepartments lie accounts# mareting# +# global sales mareting# order# dispatch etc.

0ATA /O5R-"/

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In this stage@ there is need to gather Primar, as we&& as /econdar, data.

PRIMAR 0ATA

Primary data is collected directly from the data source. +t is the first hand +nformationgathered to solve the research need. +t is collected using research instruments lie

mailers# $uestionnaires# telephonic intervie"s# observation etc.

In this st+d,@ the primar, data is co&&ected b, s+rve,ing emp&o,ees of vario+s

departments of the compan, random&, with the he&p of 7+estionnaires.

/"-ON0AR 0ATA

0econdary data is collected from already available sources such as published papers#

)ournals# magazines# reports# etc. !ompared to primary data# collection of secondary datais cheaper and less time consuming.

%o"ever# reliability of secondary data is an aspect that should be considered "hilecollecting secondary data.

/econdar, data is co&&ected from compan,Es eterna& and interna& so+rces. The

interna& so+rces inc&+de the compan,Es &iterat+re@ ann+a& reports@ sa&es reports@ etc.

The eterna& so+rces co&d be independent maga


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*.; %o" "ould you describe your professional life in general

aH +nteresting bH !hallenging

cH (iserable

*.= %o" do you handle e'cessive "orload

aH Prioritise your tass

bH 4et frustratedcH Do "or step by step

*.> Do you have time for your family every "eeaH Nes

bH ,o

*.? Do ,ou thin you have e'cessive "or load

aH Nes bH 0ometimes

cH ,o

*.B Do you thin you are not clear about the scope and responsibilities of your )ob

aH -gree

bH ,eutral

cH Disagree

*.C Do you thin you are not able to meet the demand of your seniorsaH Nes

bH !an?t say

cH ,o

*.G Do you thin you are not able to tae care of your health due to "or pressure

aH -gree bH ,eutral

cH Disagree

*.H Do you thin the amount of "or you have to do interfere "ith the $uality of "or

you "ant to maintain

aH -gree bH ,eutral

cH Disagree

*. Do you face conflicts at "or

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DATA ANALYSIS&Interpretation

Do &ou t'in( &ou ')% *#ssi%+or(,o)"-

I6


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I9


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Ho+ "o &ou "s#ri &our /ro0ssion), ,i0 in 1nr),-

Ho+ "o &ou ')n", *#ssi% +or(,o)"-

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Do &ou ')% ti2 0or &our 0)2i,& %r& +(-

II


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Do &ou t'in( &ou )r not #,)r )out t' s#o/ )n"rs/onsii,itis o0 &our 3o-

IK


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Do &ou t'in( &ou )r not ), to 2t t' "2)n" o0&our sniors-

I7


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Do &ou t'in( &ou )r not ), to t)( #)r o0 &our'),t' "u to +or( /rssur-

I


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Do &ou t'in( t' )2ount o0 +or( &ou ')% to "ointr0r +it' t' 4u),it& o0 +or( &ou +)nt to2)int)in-

K8


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Do &ou 0)# #on5i#ts )t +or(-

K1


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Do &ou 1t )n& n6t or *tr) /)& 0or "oin1o%rti2-

K2


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Do &ou t'in( &our */#t)tions 0ro2 &our 3o )rin1 s)tis6"-

K6


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CONCLUSION

0tress has become a ma)or concern of the modern times as it can cause harm

to employees health and performance.

0tress is a natural and unavoidable feature of human life. %o"ever stress

beyond a particular level can cause psychological and physiological

problems "hich in turn "ould affect the individual?s performance in the

organization.

hus# management of stress has become a challenging )ob for modern

organizations.

-n optimum amount of stress should al"ays be present to motivate the

employees to improve their performance.

-t %PL# most of the employees are having either optimum amount of stress

or less amount of stress.

5ut still there are certain loopholes "hich can be rectified by giving

attention to"ards "or place stress and its remedies.

During the survey# it "as found that employees find their )ob interesting as

"ell as challenging. his positively indicates that the employees are not over

stressed.

+t "as also found that there are certain )ob stressors "hich are increasing

employee dissatisfaction such as/

aH =or overload

bH !onflicts at "orplace

c% Partial fulfillment of e'pectations from the )ob

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ivH (ae the personnel understand ho" tass contribute to a

finished product of the enterprise.

3ob en&argement : +t implies horizontal loading of or e'pansion i.e.# the

addition of more tass of the same nature. +t attempts to mae a )ob more

varied by removing the dullness associated "ith performing repetitive

operations.

Aor e.g. a cler "ho is doing the typing "or only may also be assigned

the tass of drafting letters# sorting of incoming mails and filing of

letters. his "ill reduce his boredom and mae him feel satisfied.

3ob Rotation: +t is a techni$ue in "hich employees are moved bet"eent"o or more )obs in a planned manner. he ob)ective is to e'pose the

employees to different e'perience and "ider variety of sills to enhance

)ob satisfaction and to cross train them.

cHDuring the survey# it "as found that there "ere certain employees "ho

"ere not clear about the scope of their )ob. his can lead to lo"er )ob

satisfaction and higher stress level. 0uch a situation can be overcome

by defining each role more clearly. Ro&e ana&,sis techni$ues help toanalyse "hat the )ob entails and "hat the e'pectations are.

5reaing up the )ob into its various components "ill clarify the role of the

)ob holder. Aor this# job ana&,sis can be done for various )obs. he

t"o outcomes of )ob analysis are/

• 3ob description: +t clearly identifies the responsibilities of a

specific )ob. +t includes information about "oring conditions#

relationships "ith other positions.

• 3ob /pecification: +t is a statement of employee characteristics and

employee $ualifications re$uired for satisfactory performance of

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defined tass included in a specific )ob. +t describes "hat sills an

individual should have to perform the )ob.

Proper preparation of )ob description and )ob specification "ill lead to

increased ro&e c&arit, among the employees.

d% Participation of employees in decision3maing should be

encouraged "herever possible to foster a sense of belongingness

to the organization "hich "ill help them to reduce stress and mae

them feel that they are important to the organization .

eH Noga and meditation sessions can be held "here employees can

learn ho" to cope "ith "or related stress and ho" to reduce

health problems.

fH =orplace conflicts should be seriously tacled as it hampers

peace of mind of employees and can adversely affect their

productivity.

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BIBLIOGRAPHY

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• =ieipedia

• """.citehr.com

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