stress management of employees at shree ram krishna exports pvt. ltd
TRANSCRIPT
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A
COMPREHENSIVE PROJECT REPORT ON
“A Study on Stress Management of employees at Shree Ramkrishna Exports Pvt.Ltd.”
Submitted to
S.R. LUTHRA INSTITUTE OF MANAGEMENT IN PARTIAL FULFILLMENT OF THE
REQUIREMENT OF THE AWARD FOR THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
In
Gujarat Technological University UNDER THE GUIDANCE OF
Faculty Guide: Company Guide:
Ms. Parinaz Todiwala Mr. Nirav Mandir
Assistant Professor Chief HR Manager
(Shree Ramkrishna Export Pvt.Ltd.)
Submitted by Mr. Chitrak Sawadiyawala [Batch No. 2013-15, Enrolment No. 138050592091]
Ms. Nafisa Kurani [Batch No. 2013-15, Enrolment No. 138050592043]
MBA SEMESTER IV
S.R. LUTHRA INSTITUTE OF MANAGEMENT – 805 MBA PROGRAMME
Affiliated to Gujarat Technological University
Ahmedabad
April,2015.
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Students’ Declaration
We, Mr. Chitrak M. Sawadiyawala & Ms. Nafisa I. Kurani, hereby declare that the report
for Comprehensive Project entitled “A Study on Stress Management of employees at
Shree Ramkrishna Exports Pvt.Ltd.” is a result of our own work and our indebtedness to
other work publications, references, if any, have been duly acknowledged.
Place: Surat
Date: 24 April 2015
__________________ (Chitrak Sawadiyawala)
__________________ (Nafisa Kurani)
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Institute’s Certificate
Certified that this Comprehensive Project Report Titled “A Study on Stress Management
of employees at Shree Ramkrishna Exports Pvt.Ltd.” is the bonafide work of Mr. Chitrak
M. Sawadiyawala (Enrollment No.138050592091) and Ms. Nafisa I. Kurani (Enrollment
No.138050592043),who carried out the research under my supervision. I also certify
further, that to the best of my knowledge the work reported herein does not form part of
any other project report or dissertation on the basis of which a degree or award was
conferred on an earlier occasion on this or any other candidate.
Place: Surat.
Date: 24 April 2015
___________________
(Parinaz Todiwala)
Assistant Professor
___________________
(J.M. Kapadia)
I/C Director
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PREFACE
In the era of rapid industrialization and technological innovation which has made
Gujarat emerge as industrial state with newer avenues and opportunities.
As per university, it is must for the students of M.B.A., to prepare report on
practical study by visiting a particular industry to acquire practical as well as
theoretical knowledge pertaining to that industry in different aspects about its
internal environment.
Our main focus and study was on “Stress Management of Employees at Shree Ram Krishna Exports Pvt. Ltd.”
We have put up our best efforts and enumerated each possible information after
observing the activities carried over there, to make this report a satisfactory
report.
It was a great opportunity and memorable experience interacting with people in
the Shree Ram Krishna Exports Pvt. Ltd.
Lastly, we have tried our level best to prepare the best informative report.
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ACKNOWLEDGEMENT
“With knowledge you
Know the words,
But with experience
You know the world.”
In this, “ONCE IN A LIFETIME EXPERIENCE” We have learnt a world of things
and would really like to thank a few people who made a difference during this
exciting project.
We would like to extend special thanks to Mr. Nirav Mandir (Chief HR Manager),
Shree Ram Krishna Exports Pvt. Ltd, Surat for their support and important
guidance.
We would like to thank Gujarat technological university who give us this
opportunity to work on the Comprehensive Project as a part of Curriculum.
We would also like to our special thanks to Dr. Jimmy Kapadia, I/C Director, who
guide us about our project report.
Furthermore, we would like to thank Our Faculty Guide Ms. Parinaz Todiwala for
his excellent guidance throughout the project without whom would not have been
able to complete this project successfully and who was behind us throughout our
project tenure.
Lastly but heartily We are very appreciate that all the respondents are give us
responses and spare their valuable time to fill up our questionnaire.
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EXECUTIVE SUMMARY
As the management student of GUJARAT TECHNOLOGICAL UNIVERSITY,
AHMEDABAD, there is subject of partial training followed by project report and also as
per the requirement of the MBA study and to do develop our personal knowledge, for
that I have chosen the project report on “A study on Stress Management of Employees at Shree Ram Krishna Exports Pvt. Ltd.” SRK export is a trusted & well
known name in diamond world with professional approach, strong team, and attitude to
meet challengers & understanding & adoption of new change with focus on business
ethics & best business practice Principles Company is leading ahead passionately.
The main objective of the study is to Measure and Manage the stress of employees at
Shree Ram Krishna Exports Pvt. Ltd. For this report 325 respondents are been covered
from SRK Exports, Surat. Through this research the Company will come to know the
source of the stress and manage it and the major focus on what are the consequence of
stress, source of stress, satisfaction of employee regarding the practices provided by
SRK Exports and Stress management Techniques which they use to manage stress.
In order to achieve this aim, both primary and secondary sources of data were used.
This primary data were collected through the administrating questionnaire. Convenient
sampling procedure was used to obtain 325 responses from employees of SRK
Exports.
In data analysis the simple mathematical tools such as chart and Weight age Average
Mean were used with the help of MS Excel 2007 and SPSS.
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TABLE OF CONTENTS
Sr. No.
Particulars Page No.
1. Introduction 1
2. Industry Profile 8
a. Global
b. National
c. State
d. PESTEL
e. Current trends
f. Major Players
10
16
17
19
24
24
10
3. Company Profile
a. Company Profile
b. Organogram
c. Divisions/ Departments
d. SWOT
e. Market Position
25
31
32
37
38
4. Review of Literature 39
5. Research Methodology 47
a. Problem Statement
b. Research Objective
c. Research Design
i. Type of Design
ii. Sampling
iii. Data Collection
iv. Tools for Analysis
v. Limitations of the Study
47
47
47
47
48
49
49
50
6. Data Analysis and Interpretation 51
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7. Findings 97
8. Conclusion and Recommendation 99
9. Bibliography
Annexure
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List of Table
Sr. No. Table Name Table No. Page No.
1. Gender 6.1 51
2. Age Group 6.2 52
3. Working Family 6.3 53
4. Depressed Mood 6.4 54
5. Loss of Interest/Pleasure 6.5 54
6. Loss/Increase in weight/Appetite 6.6 55
7. Sleep Disorder 6.7 55
8. Loss of Energy 6.8 56
9. Thought about Death and Suicide 6.9 56
10. Palpitation and accelerated Heart rate 6.10 57
11. Sweating 6.11 57
12. Trembling and Shaking 6.12 58
13. Chest Pain 6.13 58
14. Fatigue 6.14 59
15. Irritability 6.15 59
16. Anxiety 6.16 60
17. Decreased Productivity 6.17 60
18. Resistance to change 6.18 61
19. Feeling of Job Insecurity 6.19 61
20. Intention to leave 6.20 62
21. Consequences of Stress 6.21 63
22. Shift Work 6.22 66
23. Low Salary 6.23 66
24. Inadequate Break Times 6.24 67
25. Long Working Hours 6.25 67
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26. Very Heavy Workload 6.26 68
27. Poor Supervision 6.27 68
28. Job Insecurity 6.28 69
29. Harassment 6.29 69
30. Under Utilization of Skill 6.30 70
31. Lack of communication from Management 6.31 70
32. Impersonal Treatment 6.32 71
33. Uncertain/Undefined Job Expectations 6.33 71
34. Commuting 6.34 72
35. Problem with Co-workers 6.35 72
36. Sources of Stress 6.36 73
37. Health & Safety Practices of your Employee 6.37 75
38. Work-Life Balance Practices offered by your
Employer
6.38 75
39. Employee Recognition Practices of your
Employee
6.39 76
40. Growth & Advancement Opportunities
Offered by your Employer
6.40 76
41. Involvement in Decision Making and
Problem Solving
6.41 77
42. Recognition of Efforts 6.42 77
43. Flexibility in Working Hours 6.43 78
44. Satisfaction Level 6.44 78
45. You are informed about the sources of
Stress
6.45 80
46. You are informed how to avoid stress 6.46 81
47. You are informed how to better cope with
stress
6.47 81
48. You are informed how stress feels like 6.48 82
49. Educational Interventions 6.49 82
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50. Time Management 6.50 84
51. Proper Training 6.51 84
52. Skill Acquisition Interventions 6.52 85
53. Supervised exercise classes 6.53 86
54. Free utilization of Fitness centre 6.54 86
55. Training on how to properly Perform
physical work tasks
6.55 87
56. Follow up to counselling 6.56 87
57. Organizational environment helps in
maintaining healthy lifestyle
6.57 88
58. Employee Wellness Program (EWP) 6.58 88
59. On site health education program 6.59 90
60. Health care programs available for family
members also
6.60 90
61. Workplace is smoke free 6.61 91
62. Provide nutritious options in canteen and
vending machine
6.62 91
63. Control on Hypertension 6.63 92
64. Heath Promotion Program (HPP) 6.64 92
65. One Way ANOVA 6.65 94
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List of Figure Sr. No.
Figure Name Figure No.
Page No.
1. Organizational Stress management
Program Targets
1.1 5
2. Organization chart 3.1 31
3. Gender 6.1 51
4. Age 6.2 52
5. Working Family 6.3 53
6. Consequences of Stress 6.4 64
7. Sources of Stress 6.5 74
8. Satisfaction Level 6.6 79
9. Educational Interventions 6.7 83
10. Skill Acquisition Interventions 6.8 85
11. Employee Wellness Program (EWP) 6.9 89
12. Heath Promotion Program (HPP) 6.10 93
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CHAPTER 1 INTRODUCTION
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20TH century has been regarded as the period of incredible change in human history.
Philosophers and scientists have been various names to this period. Peter Drucker has
called it “The Age of Discontinuity”, John Galbraith has called it “The Age of Future
Shock” and Hari Albrecht called it “The Age of Anxiety”.
Definition
Stress may be defined as "a state of psychological and / or physiological imbalance
resulting from the disparity between situational demand and the individual's ability and /
or motivation to meet those demands."
Stress is the body's reaction to a change that requires a physical, mental or emotional
adjustment or response. It can be caused by both good and bad experiences. When
people feel stressed by something going on around them, their bodies react by
releasing chemicals into the blood. These chemicals give people more energy and
strength, which can be a good thing if their stress is caused by physical danger. But this
can also be a bad thing, if their stress is in response to something emotional and there
is no outlet for this extra energy and strength.
Stress can be positive or negative. Stress can be positive when the situation offers an
opportunity for a person to gain something. It acts as a motivator for peak performance.
Stress can be negative when a person faces social, physical, organisational and
emotional problems. Stress can cause headaches, eating disorder, allergies, insomnia,
backaches, frequent cold and fatigue to diseases such as hypertension, asthma,
diabetes, heart ailments and even cancer.
What stress is not?
The word stress has been used so loosely, and so many confusing definitions of it have
been formulated, it is useful to state what does not constitute stress. Each of the
following does not amount to stress:
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Stress is not nervous tension: People exhibiting these behaviours may not under stress.
Stress is not the nonspecific result of damage on: Normal and even pleasant activities can produce considerable stress
without causing conspicuous damage.
Stress is not that which causes an alarm reaction:
The stressor does that, not stress itself.
Stress itself is not a nonspecific reaction: The pattern of the stress reaction is very specific. it affects certain
organs in a highly selective manner.
Stress is not a reaction to a specific thing:
The stress response can be produced by virtually any agent.
Stress is not necessarily undesirable: It all depends on how you take it. The stress of failure, humiliation, is
detrimental; but that of exhilarating, creative, successful work is beneficial.
The stress reaction, like energy consumption, may have good or bad effects.
Stress cannot and should not be avoided:
Everybody is always under some degree of stress. The statement "He is
under stress" is just as meaningless as "He is running a temperature.” What
we actually refer to by means of such phrases is an excess of stress or of
body temperature.
If we consider these points, we may easily be led to conclude that stress cannot be
defined, and that perhaps the concept itself is just not sufficiently clear to serve as the
object of scientific study. Nevertheless, stress has a very clear, tangible form. Countless
people have actually suffered or benefited from it. Stress is very real and concrete
indeed, and is manifested in precisely measurable changes within the body.
STRESS MANAGEMENT
Strategies may be categorised as:
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INDIVIDUAL STRATERGIES:
1. Biofeedback: Biofeedback is the process of gaining greater awareness of many
physiological functions primarily using instruments that provide information on the
activity of those same systems, with a goal of being able to manipulate them at will.
Some of the processes that can be controlled include brainwaves, muscle tone, skin
conductance, heart rate and pain perception. Biofeedback may be used to improve
health, performance, and the physiological changes which often occur in conjunction
with changes to thoughts, emotions, and behaviour. Eventually, these changes may
be maintained without the use of extra equipment, even though no equipment is
necessarily required to practice biofeedback actually. Biofeedback has been found
to be effective for the treatment of headaches and migraines.
2. Time management: Time management is the act or process of planning and
exercising conscious control over the amount of time spent on specific activities,
especially to increase effectiveness, efficiency or productivity. Time management
may be aided by a range of skills, tools, and techniques used to manage time when
accomplishing specific tasks, projects and goals complying with a due date. This set
encompasses a wide scope of activities, and these include planning, allocating,
setting goals, delegation, analysis of time spent, monitoring, organizing, scheduling,
and prioritizing. Initially, time management referred to just business or work
activities, but eventually the term broadened to include personal activities as well. A
time management system is a designed combination of processes, tools,
techniques, and methods. Usually time management is a necessity in any project
development as it determines the project completion time and scope. 3. Meditation: Meditation is a practice in which an individual trains the mind and/or
induces a mode of consciousness to realize some benefit, although it can be argued
meditation is a goal in and of itself. The term meditation refers to a broad variety of
practices (much like the term sports), which range from techniques designed to
promote relaxation, contacting spiritual guides, building internal energy, receiving
psychic visions, getting closer to a god, seeing past lives, taking astral journeys, and
so forth, to more technical exercises targeted at developing compassion, love,
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patience, generosity, forgiveness and more far-reaching goals such as effortless
sustained single-pointed concentration, single-pointed analysis, and an
indestructible sense of well-being while engaging in any and all of life's activities.
Thus, it is essential to be specific about the type of meditation practice under
investigation.
4. Cognitive therapy: Based on the theory that depression is due to distortions in the
patient's perspectives, such as all-or-none thinking, over-generalization, and
selective perception. The therapist initially tries to highlight these distortions, and
then encourages the patient to change his or her attitudes.
5. Relaxation technique: A relaxation technique (also known as relaxation
training) is any method, process, procedure, or activity that helps a person to relax;
to attain a state of increased calmness; or otherwise reduce levels of anxiety, stress
or anger. Relaxation techniques are often employed as one element of a wider
stress management program and can decrease muscle tension, lower the blood
pressure and slow heart and breathe rates, among other health benefits.
ORGANISATIONAL STRATEGIES:
Stress is a factor that everybody has to contend with on a daily basis both in the work
and non-work spheres of life. Since the body has only a limited capacity to respond to
stress, it is important for individuals to optimally manage their stress level to operate as
fully functioning human beings.
There are several ways in which stress can be handled so that the dysfunctional consequences of stress can be reduced. Some of them are:
1) Role Analysis Technique (RAT): The Role Analysis Technique helps both the
manager and the employee to analyze the requirements and expectations from the
job. Breaking-down the job into various components clarifies the role of the job for
the entire system. This also helps to eliminate reduction of work and thus lowering
down the stress level.
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2) Employee Assistance Program: Another widely used strategy is the employee
assistance Programs, which offer a variety of assistance to employees. These
include counselling employees who seek assistance on how to deal with alcohol and
drug abuse, handling conflicts at the work place, dealing with marital and other
family problems. It includes:
• Diagnosis. An employee with a problem asks for help; EAP staff attempts to
diagnose the problem
• Treatment. Counseling or support therapy is provided either by internal staff
or outside referral
• Screening. Periodic examination of employees in highly stressful jobs for
early detection of problems
• Prevention. Education and persuasion used to convince high risk employees
to seek help to change. Organizational Stress Management Program Targets:
(Figure 1.1: Organizational Stress Management Program Targets)
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• Training programs for managing and coping with stress
• Redesigning work to minimize stressors
• Changes in management style to one of more support and coaching to help
workers achieve their goals
• Creating more flexible work hours
• Paying more attention to work/life balance with regard to child and elder care
• Better communication and team-building practices
• Better feedback on worker performance and management expectation.
3) Career Counselling: Career Counselling helps the employee to obtain professional
advice regarding career that would help the individual to achieve personal goals. It
also makes the employees aware of what additional educational qualifications or
specialized technical training, if any, (hat they should acquire. By becoming
knowledgeable about the possible avenues for advancement, the employees who
consider their careers to be important can reduce their stress levels by becoming
more realistic about their options and can start preparing themselves for it.
4) Delegation: Another way of coping with job stress is to delegate some
responsibilities to others. Delegation can directly decrease workload upon the
manager and helps to reduce the stress.
5) More Information and Help: Some new employees have to spend more time on a
job than necessary because they are not sure what they are doing. So it is
necessary that some help should be provided before doing the work that would lead
to much efficient, effective work. It would also reduce anxiety and stress among the
employees.
6) Job Relocation: Job relocation assistance is offered to employees who are
transferred, by finding alternative employment for the spouses of the transferred
employees and getting admissions in schools for their children in the new place.
These arrangements help to reduce the anxiety and stress for the moving family.
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7) Supervisor Training: Another type of stress management Program that
organizations are experimenting with is supervisor training. The emphasis on
supervisory training Program is how to prevent job stress. Managers are trained to
give better performance appraisals, to listen to employees’ problems more
effectively, and to communicate job assignments and instructions more clearly.
8) Individual Stress Reduction Workshops: Some organizations have also
sponsored individual stress reduction workshops for their employees. These
programs include biofeedback, meditation to career counselling, time management
and interpersonal skills workshops. In lectures and seminars, participants are given
a basic understanding of the causes of stress and its consequences. Then,
participants are given materials to help them identify the major sources of stress in
their own lives, and some strategies for dealing with that stress more effectively.
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CHAPTER 2 DIAMOND INDUSTRY
PROFILE
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THE DIAMOND INDUSTRY
The diamond industry consists of segments that mine, processes and markets gem
diamonds and industrial diamonds. Gem quality diamonds are mined primarily in
Botswana, Russia, South Africa, Angola, Namibia, Australia and the Democratic
Republic of the Congo. It takes an average of 250 tons of mined ore to produce one
carat of finished diamond. The primary diamond processing centres, where they are
evaluated, cut and sold are in Antwerp, India, Tel Aviv and New York.
Unlike precious metals such as gold or platinum, gem diamonds do not trade as a
commodity: there is a substantial mark-up in the sale of diamonds, and there is not a
very active market for resale of diamonds. One hallmark of the trade in gem-quality
diamonds is its remarkable concentration: wholesale trade and diamond cutting is
limited to a few locations. 92% of diamond pieces cut in 2014 were in Surat, Gujarat,
India. Other important centers of diamond cutting and trading are Antwerp, London,
New York, Tel Aviv, and Amsterdam.
More than 50% of the world’s production of rough, polished and industrial diamond
passes through Antwerp. 8 in 10 of all rough diamonds in the world are handled in
Antwerp. 1 in 2 of all cut diamonds passes through Antwerp. The Antwerp diamond
sector has an annual turnover of 39 billion U.S. dollars. The diamond trade is
responsible for 8% of Belgian exports, and 12% of the Flemish region’s exports. 30.000
people are directly or indirectly employed by the Belgian diamond sector. The figures
speak for themselves. Antwerp has created an international commercial platform upon
which producers, manufacturers and traders from all over the world can meet.
Antwerp is the world’s diamond capital but there are other large centers such as the
Indian production hubs of Mumbai and Surat; Israel is a complementary trade centre,
mainly supplying North America. Dubai is the regional distribution centre for the Middle
East. New York is the primary port of entry into the United States, and the largest
market for diamonds in the world.
A single company, De Beers, controls a significant proportion of the production and
trade in diamonds. They are based in Johannesburg, South Africa and London,
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England. Modern exploration uses highly sophisticated technologies to determine the
economic viability of deposits. Approximately 5,000 kimberlitic are currently known in
the world, but only 100 or so of these contain sufficient diamonds to be of economic
interest. In most of those deposits that are of interest, diamond is present in
concentrations of less than about one part in five million. Kimberlitic, alluvial and marine
mining use different techniques. Kimberlitic mines are underground or open-pit. Alluvial
stones may be mined commercially or on a small scale. Marine alluvial mining involves
specialized ships. Diamonds are mined on all continents.
Once diamonds are detected, there are different types of mining operation used to
extract them depending on the environment in which they are found. The majority of
diamonds are extracted on an industrial scale by open pit mining and underground
mining. Open pit mining is excavation to reach diamonds on the surface of the ground.
Underground mining is excavation up to and, in some instances, over 1km below
ground. Diamonds are also extracted from alluvial deposits, where they are removed
from sand, gravel and clay that has been naturally transported by water erosion and
deposited along either the banks of a river, the shoreline or on the bed of the ocean.
This process is called alluvial mining and is undertaken on an industrial scale by coastal
and inland mining, which is removal of overburden, such as sand and soil, to find
diamonds; and by marine mining, which is excavation of diamonds from the seabed.
Diamond mining on a non-industrial scale is undertaken involving individuals, families
and communities and using the most basic equipment, such as sieves and pans – this
is known as artisanal digging. Rough diamonds are sorted based on characteristics
such as shape, size, colour, cuttability and quality. The Diamond Trade Company (the
distribution arm of De Beers) sorts and distributes 45% of the world’s rough diamond
supply. The balance is sorted and sold in centers such as Antwerp and more recently
Mumbai. The DTC exclusively sells to 93 clients that are called “Sightholders”.
Once processed at the mine, rough diamonds are typically delivered to sorting experts
to be sorted and valued into 12,000 different categories in preparation for sale. These
categories are dependent on size, shape, quality and colour. The majority of diamonds
fall within a range of standard colours from colourless to faint yellow or brown tints.
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Some very rare diamonds, known as ‘fancies’, are bright colours, such as pink, blue or
green.
A perfectly transparent diamond with no colour or hue is considered to be the purest,
but all rough diamonds have some distinguishing marks, known as inclusions, which
make each one unique. The Diamond Trading Company sorts, values and sells around
half of the world’s rough diamonds – selling in excess of $6 billion worth of diamonds a
year. The best quality diamonds in terms of colour and clarity are distributed to the gem
market with an accompanying Kimberley Process certificate to prove that they are from
conflict free sources. The remainders are ultimately used for industrial purposes, such
as cutting and drilling.
The DTC's clients – known as ‘Sightholders’ – are among the world’s leading
diamantaires, and are carefully chosen for their ability to add value to the diamonds sold
by the DTC. Based mainly in the traditional cutting centres of Antwerp, Tel Aviv,
Mumbai, Johannesburg and New York, as well as in Botswana, Namibia, Russia, China
and Thailand, these Sight holders attend the DTC’s Sights, or sales weeks, which occur
ten times a year.
The DTC is the world’s leading developer and producer of diamond technology and
operates a dedicated Research and Development facility. The work of the DTC’s
Research Centre is undertaken to support the consistency of DTC rough diamond
assortments for its clients and the sustainability of downstream industries in the DTC’s
producer country partners.
GLOBAL SCENARIO
The production and distribution of diamonds is largely consolidated in the hands of a
few key players, and concentrated in traditional diamond trading centers noted above.
New York, however, along with the rest of the United States, is where almost 80% of the
world's diamonds are sold, including at auction. Also, the largest and most unusually
shaped rough diamonds end up in New York.
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De Beers, as the world's largest diamond miner and distributor, holds a clearly dominant
position in the industry, and has done so since soon after its founding in 1888 by the
British imperialist Cecil Rhodes. De Beers owns or controls a significant portion of the
world's rough diamond production facilities (mines) and distribution channels for gem-
quality diamonds. The company and its subsidiaries own mines that produce some 40
percent of annual world diamond production. At one time it was thought over 80 percent
of the world's rough diamonds passed through the Diamond Trading Company (DTC, a
subsidiary of De Beers) in London, but presently the figure is estimated at less than 50
percent. This coordinated campaign has lasted decades and continues today; it is
perhaps best captured by the slogan "a diamond is forever".
Processing takes place in 30 countries but is concentrated in five locations: Antwerp,
Johannesburg, Mumbai, New York and Tel Aviv. India processes 55% by value of the
world’s diamonds. China and Thailand are increasingly active centers. Diamond cutting
is a great skill, practiced for generations. The natural form of a diamond will determine
the shape of the final polished diamond. A standard round brilliant cut, with 57 or 58
polished facets, is based on the original shape of an octahedral crystal.
Gem quality diamonds are usually distributed to one of the main diamond cutting and
trading centers in Antwerp, Mumbai, Tel Aviv, New York, China, Thailand or
Johannesburg. Once they arrive at the diamond centers, experts (known as
‘diamantaires’) cut and polish the rough diamonds into shapes, such as the round
brilliant, the oval, the pear, the heart and the emerald. Polishing follows cutting, before
the diamonds are again classified by their cut, colour, clarity and carat weight – also
known as the ‘Four Cs’. These diamonds are typically sold to diamond wholesalers or
diamond jewellery manufacturers in one of the 24 registered diamond exchanges
(known as bourses) located across the world.
Members of The World Federation of Diamond Bourses (WFDB) act as a medium for
wholesale diamond exchange, trading both polished and rough diamonds. The WFDB
consists of independent diamond bourses in major cutting centers such as Tel Aviv,
Antwerp, Johannesburg and other cities across the USA, Europe and Asia. In 2013, the
WFDB and The International Diamond Manufacturers Association established the World
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Diamond Council to prevent the trading of diamonds used to fund war and inhumane
acts.
WFDB's additional activities also include sponsoring the World Diamond Congress
every two years, as well as the establishment of the International Diamond Council
(IDC) to oversee diamond grading. The dominant industrial use of diamond is in cutting,
drilling, grinding, and polishing. Most uses of diamonds in these technologies do not
require large diamonds; in fact, most diamonds that are gem-quality except for their
small size, can find an industrial use. Diamonds are embedded in drill tips or saw
blades, or ground into a powder for use in grinding and polishing applications.
Specialized applications include use in laboratories as containment for high pressure
experiments (see diamond anvil), high-performance bearings, and limited use in
specialized windows.
With the continuing advances being made in the production of synthetic diamonds,
future applications are beginning to become feasible. There is speculation about the
possible use of diamond as a semiconductor suitable to build microchips from, or the
use of diamond as a heat sink in electronics. A diamond is the hardest material on
earth, and has long-since been recognized by man for its beauty as a gemstone. Some
130 million carats of diamonds – around 26 thousand kilograms – are produced from
mines worldwide. Major producing countries include Botswana, the Democratic
Republic of Congo, Russia, and Australia. Worldwide reserves are estimated to be
some 600 million carats. Congo has the largest reserves, estimated at some 150 million
carats.
The diamond mining industry is largely dominated by a hand-full of companies. The top
three companies – Alrosa from Russia, De Beers from Luxembourg, and British-
Australian Rio Tinto – account for almost 60 percent of global diamond mine production,
and more than 70 percent of global diamond sales. Mined diamonds are mostly
processed in and sold via the major global diamond centers: Antwerp, Dubai, New York,
Hong Kong, Mumbai, and Tel-Aviv. In contrast to precious metals, there is no universal
market price per gram of diamonds. But globally, diamond prices increased more than
tenfold since 1960 up to the current prices in 2013.
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Diamonds increase rapidly in value through processing from production to retail. In
2012, for example, mined rough diamonds had a production value of some 15 billion
U.S. dollars. After polishing, this figure increased to 23 billion U.S. dollars. Finally,
global diamond jewelry market value was approximately 72 billion U.S. dollars that year.
They are especially well regarded as a material for cutting and grinding tools. Around
half of all mined diamonds are not of gemstone quality and are used for industrial
purposes. Today, the huge industrial demand is mostly saturated by synthetic
diamonds.
The diamond market’s skyrocketing growth in the key developing markets of China and
India moderated in 2013 amid a wider economic slowdown. Although Europe’s sales
suffered because of continuing economic uncertainty, diamond sales in the US and
Japan, the largest and third-largest diamond markets in the world, respectively, rose on
the strength of accelerating GDP growth and seem poised for continued growth in 2013.
Market players in both countries report strong demand for diamonds in the first half of
the year.
The 2013 outlook for market participants along the value chain is fairly positive, and
many diamantaires seemed to emerge from the Las Vegas jewelry show in the
beginning of June 2013 with renewed optimism.
HISTORY OF DIAMONDS
Natural History of Diamond - How Diamond Is Formed
Diamonds were formed billions of years ago under intense heat and pressure when
diamond-bearing ore was brought to the surface through volcanic eruption. After the
magma cooled, it solidified into blue ground, or kimberlitic, where precious rough
diamonds are still found today.
Natural diamond is formed where carbon has crystallized under exposure to high
pressure and temperature. The pressure must be between 45 and 60 kilo bars and the
temperature between 900 and 1300 °C. These conditions occur naturally only in the
lithospheric mantle, below the continental plates, and at meteorite strike sites.
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In the lithospheric mantle, the proper temperature and pressure are usually found in
depths of 140-190 kilometres. The correct combination of temperature and pressure is
only found in the thick, ancient, and stable parts of continental plates where regions of
lithosphere known as cratons exist. Presence in the cratonic lithosphere for long periods
of time allows diamond crystals to grow larger. The slightly misshapen octahedral shape
of rough diamond crystal in matrix is typical of the mineral. Its lustrous faces also
indicate that this crystal is from a primary deposit.
Through studies of carbon isotope ratios (similar to the methodology used in carbon
dating, except with the stable isotopes C-12 and C-13), it has been shown that the
carbon found in diamonds comes from both inorganic and organic sources. Some
diamonds, known as harzburgitic, are formed from inorganic carbon originally found
deep in the Earth's mantle. In contrast, eclogitic diamonds contain organic carbon from
organic detritus that has been pushed down from the surface of the Earth's crust
through seduction before transforming into diamond. These two different source
carbons have measurably different 13C:12C ratios. Diamonds that have come to the
Earth's surface are generally very old, ranging from under 1 billion to 3.3 billion years
old.
The high pressure and temperature required for diamond formation also occur during
meteorite impact. Tiny diamonds, known as microdiamonds or nanodiamonds, have
been found in meteorite impact craters. These can be used as one indicator of ancient
impact craters. Diamonds formed in extraterrestrial space, then deposited on earth by
meteorites, have been found in South America and Africa.
Diamonds are usually brought to the Earth's surface or closer to it by volcanic action
and dispersed in an area by water erosion or the action of glaciers. The latter are
usually not in high enough concentrations to make them commercially viable sources of
diamonds. Volcanic pipes that reach 150 km or more are relatively rare, but they are the
ancient conduits of magma that transported diamonds closer to the surface, where they
can be mined.
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Certain minirals which are formed and transported from the depths in the same
conditions as diamonds, are used as indicators by prospectors looking for sources of
diamonds. The most common ones are chromian garnets (usually bright red Cr-pyrope,
and occasionally green ugrandite-series garnets), eclogitic garnets, orange Ti-pyrope,
red high-Cr spinels, dark chromite, bright green Cr-diopside, glassy green olivine, black
picroilmenite, and magnetite.
Every natural diamond is immensely old, formed long before dinosaurs roamed the
earth. The youngest diamond is 900 million years old, and the oldest is 3.2 billion years
old. It was over 4,000 years ago that the first diamonds were mined in India, in alluvial
deposits of the stone along the rivers Krishna, Penner and Godavari. Diamonds were
known in ancient Greece and the Roman Empire. Consider the ancient Greeks and
Romans who believed diamonds were tears of the Gods and splinters from falling stars.
The Hindus attributed so much power to them that they even placed them in the eyes of
the statues of deities.
Not only was it believed that diamonds could bring luck and success, but also that they
could counter the effects of astrological events. There were many that wore diamonds
as charms believing in their ability to heighten sexual prowess and attr-act others. Plato
even wrote about diamonds as living beings, embodying celestial spirits. Their rarity,
durability and beauty made them popular among medieval royalty. Today, diamonds
continue to hold a deep fascination as the world’s ultimate symbol of wealth. Modern
diamond mining as we know it today began in South Africa in the late 19th century. The
top seven diamond-producing countries, accounting for 80 percent of the world’s rough
diamond supply, are Botswana, Russia, South Africa, Angola, Namibia, Australia and
the Democratic Republic of the Congo.
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INDIAN DIAMOND MARKET
The snapping of links between Australian diamond producer Argyle and the South
African conglomerate De Beers has shaken up the US$ 4 billion Indian diamond
industry which feels it is going to be caught right in the middle of an international war.
The Indian diamond trade has good cause to worry: over 40 percent of De Beers
exports to India, accounting for nearly $400 million, are composed of Argyle roughs and
more than half of India’s 5500 diamond manufacturers depend on this business for their
livelihood. They fear that oversupply of diamonds in the market could kill their business
and they are waiting for a positive signal from De Beers.
That has not yet come and the Indian diamond trade, which cuts the highest amount of
small diamonds in the world, is getting increasingly restive at De Beers’ attitude. While
senior officials of Argyle rushed to India earlier this month to reassure their key clients,
De Beers has not done the same, preferring to wait till the next annual meeting with the
Indian manufacturers scheduled in October. This is in contrast to a previous occasion
last year when De Beers officials rushed to India when it appeared that Indian traders
were planning to visit Russia to establish direct links with sellers.
Argyle’s attempts to soothe their Indian clients reflect the importance the company
attaches to this country. Argyle roughs are difficult to cut and require a lot of skilled
workmanship, something that is available in India in abundance --Trade sources say
that if it was not for Indian cutters, these diamonds would be fit only for industrial use
and a whole new market has cropped up over the past decade in small diamonds. If the
Australian company plans to sell directly into India, it has to keep the trade here on the
right side. Indeed, support from India could be a crucial factor in Argyle’s future survival
strategy.
Argyle broke off its contract with De Beers, to whom it sells 40 million carats a year, with
effect from July 1 and declared its intentions to sell directly to clients. India figures
prominently in the company’s plans and its Bombay office has been overactive in recent
weeks, holding meetings with clients to ensure that the relationship is not jeopardized.
However, at the same time, there are rumors of Argyle diamonds flooding the market,
31
presumably coming from the Central Selling Organization (CSO) and it is only a matter
of time before prices crash. This, say traders, will be bad for the industry in the short
and the long term, because Indian manufacturers are already sitting on huge amounts
of inventory.
There was talk of an import ban, but in the end the trade bodies decided that the matter
would be left to the individual manufacturers. But considering that many traders and
manufacturers have been dealing clandestinely with Russian suppliers, there is little
chance of a steady inflow of cheap Argyle diamonds slowing down. This could spell
doom for the smaller traders who rely on thin margins.
The Indian diamond trade is also worried that the international diamond trade is in for a
shake-up which could change the way the business is run. "First the Russians and now
Argyle -- is the cartel crumbling?" traders have begun to ask and are waiting for
answers.
The diamond trade in India has already been suffering due to rampant smuggling of
"illicit" diamonds, which come mainly from Russia and fall outside the highly controlled
De Beers cartel which releases stocks into the market carefully in order to manage
prices. Large amounts of floating small diamonds, bought mainly by small traders,
threaten to jeopardize the diamond business which is based on the notion that a
diamond is a very rare object. De Beers has not managed to plug supplies of these
smuggled diamonds.
The bigger players and sightholders have long standing relationships with De Beers and
the CSO and they have offices all over the world. But in recent years, Argyle has,
through its own office in India, built strong contacts with Indian manufacturers, which it
intends to consolidate. It has given tremendous support to small and medium sized
manufacturers and helped them export. With the US and Japanese markets for small
diamonds booming , both sides need each other. De Beers too cannot afford to annoy
its Indian clients but unless it takes urgent steps to restore the eroding confidence, it
may find that it does not have too many supporters left.
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Synthetic diamonds were in the news again in 2012, with several reports that synthetic
stones had been marketed as natural and had been discovered only when they were
tested in specialized laboratories. (Legitimately certified synthetics are laser-inscribed
with a unique identifying number and name.) The incident that attracted the most
publicity occurred in May, when the International Gemological Institute received 1,000
stones for testing. It turned out that 600 of the stones were synthetic, and some,
according to one industry source, had induced impurities that made them appear natural
upon first inspection. De Beers’ Diamond Trading Company Research Center also
reported several cases of undisclosed submissions of synthetic diamonds to grading
labs in China and India.
In response to these and other attempts to pollute the pool of natural diamonds,
producers such as De Beers and independent laboratories such as AG&J, HRD and IGI
are developing and actively marketing new testing equipment. De Beers recently
announced that it had developed a synthetic melee detector that can automatically
check large volumes of small diamonds for authenticity. After using the device to screen
thousands of parcels of diamonds, De Beers is confident that the equipment is effective
in detecting small synthetics in parcels and its deployment will strengthen the industry’s
ability to detect synthetics in the pipeline. No synthetics were detected during the trial of
the equipment.
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PESTEL ANALYSIS
The macro environment includes all relevant focus outside a company’s boundaries
relevant in the sense that they are important enough to have brought on the decision.
An industry ultimately makes about its business model and strategy.
Why many forces in the micro environment are beyond a company’s sphere of
influence? Company’s strategy may be needed for answer it. Micro environment
includes all general force that do not directly touch on the short run activities of the
organization but that can and often does, indulgence it’s also ran decisions.
Political Factors:
The Government of India (GoI) has been working to develop the Diamond industry in
India through several initiatives but under the purview of Diamond industry. The main
political factors are as follows.
Excise duty: In the budget of year 2009-14 government increase excise duty
from 8% to 10% on cut and polished diamond units.
Marketing and control orders: Import of rough diamonds controlled by the
Jewellery export Promotion Councils. The Council provides market
information to its members regarding foreign trade inquiries, trade and tariff
regulations, rates of import duties, and information about Diamond fairs and
exhibitions.
FDI approval: India is now the third most favoured destination for Foreign
Direct Investment (FDI), Government of India may permits 49% of FDI in the
Diamond industry. FDI of $ 2 billion are invested in terms of working capital in
the industry.
Government policies and taxation: From January 1, 2008. It has made the
import of polished diamonds completely duty free. To reduce the transaction
cost for the diamond sector, testing facility at International Diamond
Laboratory (IDL), Dubai, has been incorporated in the list of
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laboratory/certifying agencies.
An annual export growth of 15% with an annual export target of US$ 200
billion by March 2014.
To come back on the high export growth path of around 25% per annum in
the remaining three years of this Foreign Trade Policy i.e. up to 2014; To
double India’s exports of goods and services by 2014.
The long term policy objective for the Government is to double India’s share
in global trade by 2020.
Trade Policy for Diamond
Replenishment Licenses:
The exporters of gem and Diamond products are entitled for REP licence as per rates
indicated in the Handbook of Procedures. Such licences are transferable.
Diamond Imprest Licence:
Diamond Imprest Licences are issued in advance for import of rough diamonds and for
export of cut and polished diamonds. These licences or the materials imported against
them may be freely transferred after the export obligation has been fulfilled.
Bulk Licences for Rough Diamonds:
Bulk licences for rough diamonds are allowed to any exporter whose annual average
f.o.b. value of exports of cut and polished diamonds during the preceding three licensing
years was not less than Rs.75 crores and iv) any overseas Company with its branch
office in India whose annual turnover in diamond during the preceding three licensing
years is not less than Rs.150 crores.
Import of raw material (rough diamonds) is highly affected by war and global
market conditions.
Fund contribution: As per current scenario to ease the liquidity problem in
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diamond industry the task force constituted by RBI..
Task Force may propose asking banks to finance diamond manufacturers
especially small and medium ones against their stock of polished
diamonds.
Economic factors:
Per capita consumption: Per capita consumption power of customers may highly affect
diamond jewelry purchase. India`s per capita income is likely to grow more than double
over the last seven years, to Rs 38,084 in the current fiscal, reflecting improvement in
the living standards of the average Indian.
Per capita income, according to the advance estimates for national income is
expected to grow by 14% during the current fiscal.
However, after discounting for inflation, per capita income is expected to rise to
Rs 25,661 representing an increase of 5.6%.
National income: As & when the national income of the people of any country increase it
will indirectly leads to more investment in diamond jewelry or ornaments.
State board regulations: Gujarat government declares various polices. Social factors:
The main social factors of the organization, which are deals as the business
organization are as follows.
Emergence of retail org. makes people aware about diamond as a luxury
product or an investment option.
Emergence of substitute: Diamond Diamond is preferred by consumers with
increase in the price gold.
Changing consumer preferences: with the increase in standard of living
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consumer preference change from gold Diamond to diamond Diamond, it’s
also considered for status symbol.
Technological factors: The main technological are as follows.
As diamond industry try to moving up in to the value chain they are focusing
more on they use high end equipments.
Technology solutions are also available for production control, supply chain
and inventory management in the Diamond industry.
The Special Economic Zones and Diamond Parks developed in various states offer
technology-enabled environments that are conductive to growth and quality production.
Environment Factors: This section draws on literature relating to the general environmental impacts
associated with ASM and related processing activities, and – where available – specific
information relating to the production of gemstones. In relation to environmental impacts
of ASM and gemstone ASM in particular, the situation in each country varies according
to the type of gemstones being exploited, the social and natural environment of the area
and cultural and organizational aspects of the mining operation itself.
Exploration
Underground Extraction
Surface Extraction
River Dredging
Due to the unique geological nature of gemstone deposits, whereby mineralization is
localized in small pockets, processing of mined gemstones differs from one gem to
another. Generally, however, the processing of gemstones that occur as distinct crystals
consists of hand sorting with the aid of the visual characteristics of the gems
(fluorescence, shine, colour). Typically, no equipment is used in this process. Normally,
such pieces recovered during hand-sorting in the pits and trenches still need.
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Legal Factors:
Trade Facilitator: The Council undertakes direct promotional activities like
organising joint participation in international Diamond shows, sending and
hosting trade delegations.
Advisory Role: A crucial area of activity of the Council has also been aiding
better interaction and understanding between the trade and the government.
Training and Research: The Gems & Diamond Export Promotion Council runs
a number of institutions that provide regular and part-time training in all
aspects of manufacture and design in Mumbai, Delhi, Surat and Jaipur.
Boosting Exports: Among the promotional activities GJEPC undertakes for the sector is
the organising of joint participation of member - exporters in some important
international exhibitions and puts up promotional stalls in others.
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Current Trends
Today India is the largest diamond cutting and polishing center in the world, it
enjoys 60% value share for diamond cutting and polishing. 85% volume share
and 92% share of the world market in terms of number of pieces. India has
exported rough diamonds worth US$ 566 million in 2007-08 and polished
diamonds of worth US$ 14.18 billion.Exports of Cut and Polished diamonds
form 14% of the total India's foreign exports. Total gem & jewellery exports
US$ 15.7 bn (2004-05) World's largest diamond cutting and processing center
with estimated workforce - 800,000 skilled craftsmen is India.
60% global market share by volume and 80% by volume, 94% of global
workers in diamond are Indians, 11 out of every 12 diamonds polished pass
through Indian hands.
50 banks provide US$ 3 bn credit Manufacturing and sales offices worldwide
diversified into jewellery manufacturing since 1990 the Diamond Jewellery
market inclusive of exports: Rs. 13,000 crores approx.
MAJOR COMPANIES IN THE INDUSTRY
Kapu Gems
Gopinath Gems
Dharmanandan Diamonds
Bhavani Gems
Kiran Gems
Venus Jewels
Sanghavi Exports
Shree Ramkrishna Export
Hari Krishna Exports
J B Brothers
Shital manufacturing
Karp Impex
Rosy blue
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CHAPTER 3 INTRODUCTION TO THE SHREE RAMKRISHNA EXPORTS PVT.LTD.
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COMPANY PROFILE
Shree Ramkrishna Export (SRK) is Indians leading player in manufacturing and
exporters of diamonds & DTC sight holder. SRK export is a trusted & well known name
in diamond world with professional approach, strong team, and attitude to meet
challengers & understanding & adoption of new change with focus on business ethics
& best business practice Principles Company is leading ahead passionately.
Shree Ramkrishna Export was established humbly in 1970 by the versatile and
charismatic entrepreneur Govind L. Dholakia. Driven by his farsighted vision and
motivated by the spirit of evolution, our company marked several milestones in its
growth history, domestically and overseas.
With affiliates across USA & Hong Kong, our company has carved a niche in the
dynamic international diamond industry. Offering world class diamonds between 0.30
to 20.00 carats, D - Z color and in almost all clarities & shapes manufactured at our
State-of-the-art, eco-friendly facility in Surat.
Shree Ramakrishna Export is one of India’s leading diamond manufacturers. We
combine the finesse of art with the cutting edge of technology, to produce the finest
diamonds for customers.
Our vast experience, meticulous attention to detail and technological superiority help us
produce excellent quality diamonds, ranging from 0.30 to 10.00 carats in weight and D
to J colors and almost all clarity and shape. Founded in 1976 by Govind Dholakia, the
company today has a 5,000 strong dedicated and talented workforce.
Our investment in the best possible equipment - including Laser Machines, Auto
Bruters, Maxi Bruters and Auto Sliders - helps ensure that we always produce flawless
diamonds. Each and every gem passes through the stringent testing of high-tech
machines and diamond experts.
Superior quality diamonds, in-house R&D strengths, ethical practices, marketing
expertise, and service-oriented approach have made us a favorite with jewelry
41
manufacturers, retail traders, chain stores and small independent stores. All have come
to rely on us as a trusted partner.
Today, the ISO 9001 certified SRK is renowned among its list of prestigious clients in
India and the world over for its unflinching dedication towards meticulous Quality,
Reliability, Consistency, Precision and most importantly, Clarity in information. Finely
interwoven with strong morals and upright practices like:
1.Complying with the Kimberly Process Certified (KPC) Scheme
2. Our highly appreciated self-developed system - SRK Grading System
3. Being acknowledged with the „DTC Accredited Business Programme status
4. Beers Best Practice Principles (BPP) requirements as DTC Sight holders.
5. Diamond Certification from the Gemological Institute of America (GIA)
VISION
“To become a Global Corporation & leader in the manufacturing & marketing of
natural Diamonds, by creating products & services that will enable our customers
to fulfil their desire for Diamonds & Jewellery.”
MISSION
“To achieve our set objectives with transparency, integrity, honesty, empathy &
thrive on diversity within our industry. To enhance SRK‟s reputation amongst all our
stakeholders & society at large. “
SUCCESS MANTRA OF SRK
“I am Nothing but… I can do Anything!”
“Problem is Progress.”
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SRK MANUFACTURING FACILITIES
Technological superiority and high quality form the backbone of Shree Ramkrishna
Export. Hence, our company has invested in state-of-the-art manufacturing facility
at Surat with the capacity to process more than 720 thousand carats of Rough Diamonds
annually (approx. 60,000 carats Rough Diamonds every Month). One of the
largest in the diamond manufacturing industry, it is geared with cutting-edge and
most advanced diamond cutting & polishing machineries. Housing nearly 5000
committed employees in superior work environment to ensure the highest quality output.
Shree Ramkrishna Export has to its credit several pioneering efforts Like :
Employing, 100 Sarin Planner Machines under one roof.
Employing a customized in-house SRK Grading System- SGS.
Ready Infrastructure to links diamonds on the floor of our factory to
our Clients finger-tips in real-time.
First to acquire the technically advanced 3 Nos. of Sarin's Galaxy 1000
Planning Machine.
Abiding by the international Go Green mantra, our Greenfield building
infrastructure is designed to be a better and sensible place for our workforce,
society and environment – equipped with:
An innovative energy efficient Magnetic Chiller Technology from Italy (first
installation in India @ SRK).
A cavity wall construction in the entire building leading to reduce
heat penetration and save on the air-conditioning energy.
High quality solar reflective glass window with Double glazing to save energy.
A scientific rain water harvesting system to preserve water.
Maximum usage of natural day light for our day-to-day operations.
Auditorium with 100+ seating Capacity.
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Highly Hygienic Kitchen to serve Lunch to each employee of SRK.
Sewage Treatment Plant for Re-utilization of Drain Water.
Making all this possible is our team of trained craftsmen and techno-savvy engineers
who undergo rigorous training prior to and during their tenure at SRK Export. Each
member is trained, tested, appraised, evaluated and re- evaluated before and during
his employment ensuring the highest standards of professionalism and production at
SRK, just to see the smile of satisfaction on your face.
MILESTONE
Join us on a journey through this timeline of our genesis from a humble start-up
to one of the most respected and well-established diamond manufacturing firms in
the country.
1964 : Govind Dholakia, a Diamond cutting and Polishing worker left his art to follow a
dream, to start manufacture fine diamonds and lead build an empire of his own.
1970 : Manufacturing operations commences at Surat.
1986 : Expansion of manufacturing facilities at Surat; A huge 3 story building was
constructed in the heart of the Surat diamond industry by doubling the
production capacity to 7.2 million stones annually.
1996 : Shree Ramkrishna Export certified as Export House by the Government of India.
1997 : Certified as 'Trading House' by Government of India.
44
2001 : Awarded with 'GJEPC-INDIA Year 2001-02', an award for Outstanding
Exports of Cut and Polished Diamonds (non-DTC category), with a 122% increase
in export turnover.
2002 : Awarded for “Outstanding Contribution towards Development of Diamond Industry &
Social Welfare Activities‟ by Southern Gujarat Chambers of Commerce and
Industries and was received by the hands of Shri. L. K. Advani.
2007 :
SRK fulfilled the Founder‟s Dream by Publishing the book "Diamond
Education & Beyond" in English & Gujarati, spreading awareness about
diamonds.
2008 : “Shree Ramkrishna Institute of Computer Education and Applied Science, Surat” was
inaugurated by the Honorable Chief Minister of Gujarat, Shri. Narendra Modi.
2009 : Shree Ramkrishna Export was recognized by Steel Authority of India (SAIL) for its
outstanding HR practices and was ranked 14th in India amongst top 25 companies
for „HR Best Practices‟. SAIL, the leading manufacturer of steel in cooperation with
Indian Institute of Management Ahmadabad (IIM-A), included Shree Ramkrishna
Export in its book „HR Best Practices– Manufacturing Sector in India.
2010 :
Our Philanthropist Chairman Mr. Govind Dholakia receives the “Sardar
Vallabhbhai Patel Award” from Sardar Vallabhbhai Patel Foundation, New- Delhi
as he follows the route, ideologies and philosophy that was once practiced by
the Iron man, Sardar Patel.
45
2011 : Awarded by GJEPC for 2nd Rank in Highest exports of “Cut and Polish Diamonds”
for the year 2010 - 2011 by the hands of Shri Narendra Modi, Chief Minister of
Gujarat, Mr. Rajiv Jain, Chairman of GJEPC.
CERTIFICATION
The ISO 9001 is an internationally recognized quality management standard
promulgated by the International Organization for Standardization. Shree
Ramkrishna Exports achieved this certification in 2000.
As per the ISO norms in order to obtain this certification, Shree Ramkrishna had to
demonstrate their commitment to every aspect affecting the quality of goods and
services we offer. For example, employees at all levels had to show their
dedication to optimizing organizational performance, and the
company specified the metrics used to track progress.
Periodically thereafter, the quality management system is re-audited by the registrar and
in 2008 the certification was revised to ISO 9001-2008 in March 2009 by the
International Organization for Standardization since Shree Ramkrishna maintained
uniformity in compliance of internationally recognized advanced quality management
standards in the manufacture and export of polish diamonds.
46
ORGANIZATION CHART
(Figure 3.1: Organization Chart)
LIST OF DEPARTMENT
1. Production department
2. Marketing department
3. Human resource department
4. Account department
5. Personal department
6. Training & development department
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BASES OF DEPARTMENTATION
The activities of all the departments are carried out but there is no specific person each
department. The same person carries out the activities of all the departments. In the
world, one single man cannot handle all the problem of the business. The main
theme of departmentation is that, the only man cannot handle the problem of all the
transaction related to the personnel department. Like give the placement of employees,
solve the workers problem, and make the department. Like give the human
resources, to arrange the training program for the new employees of the company.
These all problems are related with the Personnel management of the company. First
of all look on the problems of the production management like to arrange support
service, production plans, Log Book/ Manpower Scheduling, material accounting
procedure, daily reports. All these problems are related with the production
department.
Now lets the look on the problem relating to the marketing department like nature of the
product, sales forecasting, marketing storage, prizing of the company, distribution
network, marketing budget, important client served by the company to concerned on
the competitor companies policy. The problem related to the financial department of
the company like costing control system, treasury operation, computerize the
accounting, procedure of the company to manage about the wastage of the order on
time therefore these problems are related to the financial management of the company.
PRODUCT OF THE COMPANY Firstly as described by SRK that product mix is the set of all product linesand
items that a particular seller offers for sale to buyers.
Firstly as described by SRK that product mix is the set of all product lines and
According to marketing rules, Product mix is the composite of product offered for sale
48
by a firm. Mainly it has four characteristics items that a particular seller offers for sale to
buyers.
Length
Width
Depth
Consistency
Here, length includes total numbers of product, width includes different product
line offered by company, depth include numbers of items and consistency
includes main for how closely the various product lines are related in production
requirement , distribution channels etc.
SRK is producing only one product “Diamond”. So there is no other type product. They
produce different shape of diamond.
Company is going to buy each and every type of diamond rough from
which they can earn more and take place in the competitive world.
Here, each type of diamonds just for the raw material base, because
company just buy the raw material from the market and works on it by similar kind
of workers who serves the best.
The company sells the diamond in the market to run a business and
for making a profit.
Company first selects the product of diamond on raw material with
high weightage which helps to make a maximum profit from it.
Sometimes there are chances of less profit and company has to suffer from it, but
with to surprise company replay that it is the company and it is
the competitive world and this is the part of the business to sometimes
make a profit or sometimes to suffer from a loss.
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Process compliant and are stringently monitored through out the value chain, sustaining
process integrity and ensuring consumer confidence. They adhere to best practice
principles in business and are always committed to the future of the industry.
Shree Ramkrishna Export with its state of the art integrated advanced diamond
manufacturing unit in Surat, best possible latest and Efficient equipments- including
the Latest Galaxy 1000 Planner Machine from Sarin and 5,000+ strong dedicated and
talented workforc- ensures that we process more than 720 thousand arats of Rough
Diamonds annually (approx. 60,000 carats Rough Diamonds every Month). A
Processed Diamond could weight from 0.30 to 20.00 carat and above with its Color
ranging from D to Z and in varieties of Clarities.
Trust, honesty, humility, accountability and transparency are the building blocks of
Shree Ramkrishna Export. Superior quality diamonds, in-house R&D
strengths, ethical practices, marketing expertise, and service-oriented approach
have made them a favorite with the customers who include wide range of
diamond wholesalers, jewelry manufacturers, retail traders, chain stores and small
independent stores. All have come to rely on them as a trusted partner.
WORLD WIDE BRANCHES OF SRK
INDIA
USA
ISRAIL
CHINA
HONG KONG
BELGIUM
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FACILITIES PROVIDING BY SRK
FOR EMPLOYEE
1.Health Check System SRK follows a system of annual checkup of each and every employee from
Top Level to Bottom Level by a qualified doctor/ practitioner.
SRK takes more care of those persons who are handling chemicals and
exposed to chemical processes.
A separate list is been maintained by the HSE Committees, such
employees have a routine checkup by a qualified practitioner at every
month.
2.Work Place Hygiene
SRK wants their employee to be fit and fine so lot of care is taken in order
to keep them healthy, there are certain workplace hygiene that is taken in to
consideration by SRK.
The entire workplace is cleaned daily to ensure a clean and healthy work
environment.
Drinking water is provided for all the employees appropriately located at
suitable location.
The quality of drinking water tested after every three months.
Each and every toilet is being cleaned twice a day. Record of cleaning schedule is
maintained.
3.Work Place Safety SRK also takes great care of their employee‟s safety; therefore they have make
arrangements for their workers safety too in case of any emergency.
51
Fire Fighters/Extinguishers are placed at each and every department at a
reasonable height.
Each and every door in the exit ways is open in the direction of the flow of
workers during an evacuation.
Entry/Exit ways are kept clear of obstructing objects, Exits are continually
unlocked.
Warning sign at each floor is pasted indicating “Do not use the lift for evacuation
during Fire”
Smoking is strictly prohibited in the company premises.
4.Canteen
SRK even takes care of their employees health so they dont want that their
employees should spoil their health by eating junk food, so they have make
arrangement of canteen in the company premises which provides healthy food.
Nutritious lunch is provided to all the employees free of cost on the roof top,
specially designed to have a large kitchen to provide lunch to around 2000
workers daily.
5.Recreation Occasionally Cricket matches are played among of factory employees, Constantly
Music is played daily in whole building to keep employees in good mood.
FOR COMMUNITY
1.Educational Sector
SRK operates a English Medium School, providing education to boys and
girls.
SRK provides scholarships to 300 students for higher education.
52
SRK operates a “Computer Center” at South Gujarat University, Surat for degree
courses.
Apart from the above it is associated with 5 educational institutes in
Gujarat.
2.Medical Sector
Operates a Medical Centre for workers and society since 1993.
Provides services like First Aid, Pathology Lab, X-ray, Sonography and
Physiotherapy treatment to patients at the centre.
Affiliated with 42 Specialist Doctors providing honorary services at the medical
centre every week.
SWOT ANALYSIS OF SRK DIAMOND
Strengths
Diamonds from SRK are exported to a lot of countries in the world
Sound infrastructure.
Skilled and loyal work force
Adequate attention to employee training development
SRK is the largest user of laser machines modern equipment, semi automatic
and automatic and computerized system in surat
Weakness
Technology is less improved compared to china and Thailand
There are no institutes for training new workers.
Focusing an increase in sales of diamond studded jewellery in order to
increase its profit.
Need to focus more on advertising and brand awareness amongst Indian
cities.
53
Opportunities
Increase number of stores in india as well as global penetration.
Increasing marketing activities to increase footfalls and sales.
Sponsorship and tie ups with brand events to increasw brand visibility.
1/3 of the population of surat is depends on diamond and textile industries for
their survival so that better opportunities of skilled man power.
Threats
China posing threat to the Indian diamond industry
There is an intense competition from branded companies and local retailers.
The difficulties of securing retail store locations.
The diamond manufacturers and the artisans need to continuously update
themselves further in their field in order to sustain their profits.
Market position
SRK is one of the largest diamond manufacturing in a Surat. SRK is a DTC site Holder
company has many jewellery stores in other countries like NEWYORK, HONG KONG,,
CHINA , BELGIUM and ISRAEL.
Major top 5 diamond companies in surat
1) Kiran gems Pvt.LTD
2) Laxmi diamonds
3) Shree Ram Krishna EXPORT Pvt.Ltd
4) Dharmanandam diamonds
5) Sanghvi diamonds.
54
CHAPTER 4 REVIEW OF LITERATURE
55
LITERATURE REVIEW
A review on the previous studies on stress among the employees is necessary to know
the areas already covered. This will help to find our new areas uncovered and to study
them in depth. The earlier studies made on stress among the employees are briefly
reviewed here.
The research study of Jamal. M* finds that job stressors were significantly related to
employees’ psychosomatic problems, job satisfaction, unproductive time at the job, and
absenteeism. Type A behavior was found to be an important moderator of the stress
outcome relationship.
Brief. A. P. and J. M. Atieh*, argues that it is not safe to assume that job conditions that
have an adverse impact on affective reactions to the job will also have a negative
impact on overall subjective well-being. Fienmann views stress as a psychological
response state of negative effect characterized by a persistent and a high level of
experienced anxiety or tension.Recent research into the interaction between the mind
body show that we may place our body on stress ‘alert’ quite unconsciously, because of
our psychological and emotional attitudes to stress. Anticipatory emotions like
impatience, anxiety, and anger can produce the same nerve impulses and chemical
reactions as being faced with a concrete challenge. So when faced with a stressful
situation, we must either use up the energy created by the body to challenge or learn
how to “turn off”, the response using a conscious relaxation technique.
Jamal M. “Job stress-prone Type A behavior, personal and organizational
consequences”, Canadian Journal Administration Sciences, 1985. pp 360-74. 45
Brief. A. P and J. M. Atieh, “Studying job stress: Are we making mountains out of
molehills?” Journal of occupational behavior, 1987 pp115-26. Hans Seyle, the
endocrinologist, whose research on General Adaptation Syndrome (GAS), for the first
time, revealed how human beings adapt themselves to emotional strives and strains in
their lives. According to him emotional stress occurs in three important stages. 1. Alarm
reaction stage 2. Resistance stage 3. Exhaustion stage.
56
Alarm reaction is caused by physical or psychological stressors. Resistances are
brought about by ACTH hormone of the body. Exhaustion follows when ACTH dwindles
as a result of continual stress. (ACTH-Aprinocorticotropic)
According to Stephen .P. Robbins*, stress related headaches are the leading cause of
loss of work time in U. S. industry.
Cooper and Marshall* visualize stress as characteristics of both the focal individual and
his environment. They designate the internal and external consultive forces as
‘pressures’ or ‘stressors’ and the resulting stalk of the organism on stress.
Vasudha Venugopal, (2010), an increasing number of IT professionals have been
finding it difficult to handle emotional stress, according to experts. An occupational
hazard,' the stress related to work needs to be addressed without delay, they
emphasize. Coping with stress and striving for mental health welfare should be a matter
of concern for all and not treated simply as a lifestyle problem of the IT phenomenon',
says Nithya Chandrasekaran, a consultant physician for many IT companies in the city.
Post-recession, employees feel pressured to perform well. Regular occupational
problems such as wrist problems due to constant handling of the mouse, slip disc and
eye fatigue are common now, but handling stress that arises owing to fear of losing job
or to cope with the increasing competition, affects the employee's performance,
eventually, taking a major toll on his health, doctors explain. As if to acknowledge the
prevalence of high levels of stress among employees, many IT companies have ―help
hotlines‖ that provide counseling intervention to their employees who face stress or
psychological fatigue. Companies are also trying to help employees combat stress
better. Companies such as Infosys, Tata Consultancy Services, Cognizant and Wipro
have regular ―stress breaks‖ intended to help the employees strike a healthy balance
between work and fun.
Deshmukh N.H. (2009), Stress and life satisfaction among working and non working
women from similar levels of socio economic status of the society, resulted that there
was no significant difference in physical and family stress among working and non
working women. Role stress was significantly higher among working than non working
57
women. Life satisfaction was better in working women than non working women. Gillian
E. Hardy, David Woods and Toby D. Wall (2003), Psychological distress particularly
depression was found to predict absence, with higher levels of distress predicting a
greater number of days and number of times absent. Job satisfaction and psychological
distress independently predicted levels of absence. The psychological distress –
absence relationship was not moderated by demographic variables. Michael R. Frone
(2008), the relationship of work stressors, those work over load and job insecurity, to
employees alcohol use illicit drug use resulted, support the relation of work stressors to
alcohol and illicit drug use before work, during the workday, and after work.
Shane Schick, (2007), stressed IT professionals who use a balance of problem-focused
coping strategies and emotion-focused coping strategies are most successful in dealing
with the stress of staying perpetually up-to-date. The study highlights the importance of
monitoring the stress that results from the constant demand on IT professionals to
update their technical skills because the threat of technical obsolescence may result in
a higher rate of absenteeism, work burnout and a desire to change careers. Managers
can help by providing IT professionals with concrete resources such as research time,
opportunities to attend courses, and physical facilities that facilitate trial and error. IT
professionals who deploy different combinations of coping strategies end up with
different levels of distress. They fared best by using a combination of problem-focused
coping and emotion-focused coping.
Vijay V. Raghavan, (2010), The effect of flexible work schedule, employee support and
training, and telecommuting as potential coping resources to relieve stress. Perceived
workload, role ambiguity, work facilitation, and decision latitude are potential stressors
of IT professionals. Removing role ambiguity and improving work facilitation reduce
work-related stress and allowing employees to have flexible work schedules ease their
perceptions of workload. Sahana Charan, (2007), High work pressure, long hours in
front of the computer and a fast-paced lifestyle, if these factors team up to weaken your
physical health, here is one more strong reason why they are simply unhealthy: mental
health professionals are now convinced that an increasing number of persons working
58
in the IT and IT-enabled services sector fall prey to depression, because of the high
stress they undergo.
Murali Raj, (2009), Depression is usually related to work and stress these people
undergo because of the pressure to perform better, compete with other colleagues and
meet tight deadlines. Most of their work is target-oriented and if targets are not met, it
can lead to anxiety. Peers are not very supportive as they also competing in the same
field. Moreover, insecurity about the job may lead to feelings of expression. Kamala
Balu, (2002), most stress management programmes focus attention on the individual
either assisting employees or help them to cope with job-related stressors. There is
more concern in organizations with coping with the consequences of stress rather than
eliminating or reducing the actual stressors themselves. Wide range of stress reducing
programmes for employees rather then interventions to change the nature of work
which would bring a more effective solution for the problem. Employee assistance
programmes such as counseling and support services for employees have shown a
promising approach of dealing with stress, however their effectiveness is limited.
Training or counselling employees to cope with stress are just short-term solutions but
have long-term benefits for mental health and well-being. Elkin and Rosch (1990) have
summarized a wide range of other strategies which are directed towards increasing
worker autonomy, participation and control. These strategies include: redesigning tasks,
redesigning the physical work environment, role definition and clarification, establishing
more flexible work schedules, participative management, employee-centered career
development programmes, providing feedback and social support for employees and
more equitable reward system. These are approaches which could prevent stress at
work rather than treat stress once it has developed. Their objectives were to study the
level of stress among IT employees and to identify stress coping strategies at
organizational level. They Concluded that Stress issue has become contemporary,
being an occupational hazard in fast pacing IT profession, needs to be addressed
without delay. Hence the importance of the study of stress at various levels, among IT
employee is growing. At organizational level, well designed coping strategies have
become the attention of companies like Tata Consultancy Services, Infosys, Wipro,
Microsoft, and Cognizant etc., Stress can make an individual productive and
59
constructive when it is identified and well managed. In times of great stress or adversity,
it‘s always best to keep busy, to plow anger and energy into something positive.
Positive attitude and meditation will be helpful for coping the stress. Having broader
perspective of life will definitely change the perception of stress. Let us hope that we will
be successful in making distress into eu-stress for our healthy lifestyle as well as
organizational well being.
Brief. A. P. and J. M. Atieh, argues that it is not safe to assume that job conditions that
have an adverse impact on affective reactions to the job will also have a negative
impact on overall subjective well-being.
Fienmann views stress as a psychological response state of negative effect
characterized by a persistent and a high level of experienced anxiety or tension.
Recent research into the interaction between the mind body show that we may place
our body on stress ‘alert’ quite unconsciously, because of our psychological and
emotional attitudes to stress. Anticipatory emotions like impatience, anxiety, and anger
can produce the same nerve impulses and chemical reactions as being faced with a
concrete challenge. So when faced with a stressful situation, we must either use up the
energy created by the body to challenge or learn how to “turn off”, the response using a
conscious relaxation technique.
Amir Shani and Abraham Pizam in their article “Work-Related Depression among Hotel Employees” conducted a study on the depression of work among hotel
employees in Central Florida. They have confirmed the incidence of depression among
workers in the hospitality industry by evaluating the relationship between the
occupational stress and work characteristics. Viljoen, J.P., and Rothmann, S. aimed at studying and investigating the relationship
between “occupational stress, ill health and organizational commitment” (2009).
The results were that organizational stressors contributed significantly to ill health and
low organizational commitment. Stress about job security contributed to both physical
and psychological ill health. Low individual commitment to the organization was
60
predicted by five stressors, namely work-life balance, overload, control, job aspects and
pay.
Schmidt, Denise Rodriguez Costa; Dantas, Rosana Aparecida Spadoti; Marziale, Maria Helena Palucci and Laus, Ana Maria. In their work title on “Occupational stress among nursing staff in surgical settings” This study aimed at evaluating the
presence of occupational stress among nursing professionals working in surgical
settings and investigating the relations between occupational stress and work
characteristics. Kayoko Urakawa and Kazuhito Yokoyam in their journal “Sense of Coherence
(SOC) may Reduce the Effects of Occupational Stress on Mental Health Status among Japanese Factory Workers” (2009) has resulted the adverse effects on
mental health due to the job demand and job stress was positively associated with SOC
(sense of coherence), the mental health status of males in managerial work was
adversely negative, where as it was positive among the female co-workers. Thus, SOC
is an important factor determining the coping ability over the job stress for both the
genders.
J.E. Agolla in his research article titled “Occupational Stress among Police Officers: The Case of Botswana Police Service”, (2009) has conducted a study among the
police to find out work stress symptoms and coping strategies among the police service
in Botswana. This study reveals that the police work stressors are; getting injured while
on duty and the use of force when the job demands to do so, etc. The coping strategies were identified as exercising, socializing, healthy eating or diets, career planning and
employee training.
Connolly, John F and Willock, Joyce and Hipwell, Michele and Chisholm, Vivienne
in their research titled “Occupational Stress & Psychological Well Being following University Relocation” (2009) they describe and analyze that management standards
for work related stress (demand, support, control, role, relationships and change) can
61
be analyzed by examining 1) overall levels of psychological strain 2) job satisfaction, and 3) the psychosocial working conditions.
Chen, Wei-Qing; Wong, Tze-Wai; Yu, Tak-Sun in their book titled “Direct and interactive effects of occupational stress and coping on ulcer-like symptoms among Chinese male off-shore oil workers”, (2009) has suggested that gastric/ulcer
like health problems, age, educational qualification, marital status has been positively
associated with occupational stress and ‘internal behaviour’ coping methods, but
negatively associated with ‘external/social behaviour’ coping methods.
Richardson, K. M., and Rothsetin, H.R. in their article titled “Effects of occupational
stress management intervention programs” (2008) they provided an empirical
review of stress management interventions, employing meta-analysis procedures. The
results also revealed that relaxation interventions were the most frequent type of
intervention. Further, there were a few stress interventions focused on the
organizational level. More specific results also indicated that cognitive-behavioral
interventions produced larger effects than other types of interventions.
Nagesh, P. and Murthy, M. S. Narasimha in their study titled “Stress Management at
IT Call Centers” (2008) has identified that the six factors contribute to workplace
stress: demands of the job, control over work, support from colleagues and
management, working, clarity of role,
and organizational change. This paper also suggested measures in the form of training
to enable organizations and individuals to manage stress at workplaces in general and
IT call centers in particular. The paper is based on a study carried out in respect of a
few selected IT call centers.
Katherine Pollak. Eisen. George J. Allen. Mary Bollash and Linda S. Pescatello in
their book titled “Stress management in the workplace” (2009) it suggested that work
stress significantly contribute to corporate health costs. Comparison through
randomized controlled design of stress management and intervention provided by an
62
instructor-led group and computer presented format, has resulted in significantly higher
attrition in computer based presentation format.
Upson, John W.; Ketchen Jr., David J.; Ireland, R. Duane in their article titled
“Managing Employee Stress: A Key to the Effectiveness of Strategic Supply Chain Management” (2007) focused their research on supply chain activities and
studied the dangerous role of stress among supply chain members. They have also
given measures to address this stress. The researchers concluded that by using the
suggested initiatives, both employees' quality of life and the organization's performance
can improve.
Struebing, Laura In their article titled, “Eight ways to reduce employee stress”, (1996) expressed that according to the American Society for Training and Development
(ASTD). They have conducted survey in several manufacturing units in various states in
United States, such as California, Peru, chille. They have found that many of the
employees have stress related health problems hence they suggested to Teach people
to negotiate alternatives; Setting realistic deadlines; Paying for overtime hours in time;
Encouraging regular exercise, Offering nutritious snacks during breaks.
63
CHAPTER 5
RESEARCH METHODOLOGY
64
A. Problem Statement The selected topic is “To study stress management of employees at Shree Ram Krishna Exports Pvt. Ltd.” Stress management starts with an honest assessment of how you react to stress.
Its hard to avoid stress these days with so many competing demands for your
time and attention. But with good stress management skills, you can cope with
stress in a healthy way.
To know how employees react to stress and what Company take initiatives to
manage stress is a area of concern.
B. Research Objective
To identify the potential sources of stress.
To identify the consequences of stress.
To know the ways that company uses to manage stress.
To know about the satisfaction level of employer’s practices.
C. RESEARCH DESIGN
i. Type of research There are different types of research design such as exploratory research studies,
Descriptive research studies, diagnosis research studies, Hypothesis testing
research studies.
In this study research used Descriptive research. Descriptive research studies are
those studies which are concerned with describing the characteristics of particular
individual or of a group. It describes the characteristics of population of answers
for the question like whom, what, when and how related in the field of matter. This
study will present the state of affairs it exists. This type of study mainly helps to
know the past and to predict the future.
65
ii. SAMPLE DESIGN
A Sample is a subset from the total population. It refers to the techniques or the
procedures the researcher would adopt in selecting items from the sample.
Sample design may as well as lay down the number of items to be included in
the sample (i.e.) the size of the sample.
Type of sample design There are different types of sampling design. They are Probability and Non
Probability Sampling.
Non-Probability Convenient Sampling has been used here for collecting the
data.
Population and its size All considerations in any field of inquiry constitute a universe or population. Total
3500 employees are working in SRK Exports Pvt. Ltd. Sample size
Sample refers to the number of items to be selected from the universe. 25
respondents not willing to fill the questionnaire. So sample size reduced to
325 instead of 350.
Samples are selected for the purpose of study from the population of SRK
Exports Pvt. Ltd.
Time period of Research The research is undertaken within a time period of almost semester III and
semester IV of MBA .i.e. from August, 2014 to April, 2015.
66
Area of Research
This research is undertaken within ‘Employees of SRK Within SRK Empire,
Surat.
iii. Data collection method: It is depending on two types of data. They are
Primary data:
Instrument- Structured Questionnaires
The research was done with the help of questionnaire that proved to be effective
in data collecting the relevant information.
Secondary data:
Secondary data were collected from company records and portal. Secondary
data are those which have already been collected by someone else and which
have already been passed the statistical process. Secondary data is also
collected from.
Internet
Magazines
Journals
Company brochures
iv. TOOLS USED FOR ANALYSIS OF DATA
The collected data have been tabulated and analyzed in a systematic manner.
The tools used for analysis are percentage method and ANOVA Method..
67
Percentage method It refers to a specific kind of ratio. It is used to make competition between two or
more series of data. They can be used to compare the relative items, the
distribution of two or more series of data, since the percentage reduce everything
to a common base and there by allow meaningful competition to be made.
One-Way ANOVA
One way ANOVA is use when there is more than 2 Independent Variable and
here in Working Family is divided in four categories viz. Leader, Manager, Non
supervisor and Executive.
V. Limitations of the Study
It is said, “Nothing is perfect” and if the quite is true, I am sure that there would be
few shortcoming in this project also. Sincere efforts have been made to eliminate
discrepancies as far as possible but few would have reminded due to limitations of
the study. There are:
The convenient sampling technique has its own limitations.
Many times responses in questionnaire were incomplete and biased; it may
not represent accuracy in study.
Some of the respondents of the survey were unwilling to share personal
information.
25 respondents not willing to fill the questionnaire. So sample size reduced to
325 instead of 350.
The authorities were hesitant to hand over the Filled Questionnaire back to
us. So we have entered data visiting the Company Premises only.
68
CHAPTER 6
DATA ANALYSIS &
INTERPRETATION
69
Gender
Table no.:- 6.1 Table name:- Gender
Frequency Percent Valid Percent
Valid Male 301 92.6 92.6
Female 24 7.4 7.4
Total 325 100.0 100.0
Figure Name:- Gender
Figure No.:- 6.1
Data Interpretation:
From Collected data, there are 301 (93%) are male and 24 (7%) are women
respondents out of 325 people.
93%
7%
GenderMale Female
70
Age Group
Table no.:- 6.2
Table name:- Age Group
Frequency Percent Valid Percent Valid 25 or Less
26-35
36-45
46 or More
Total
39
185
75
26
325
12
57
23
8
100.0
12
57
23
8
100.0
Figure No.:- 6.2
Figure Name:- Age Group
Data Interpretation:
From the Respondents, Most people are belonging from 26-35 years that is 185 out of
325 Respondents and less people who belonging the age of 46 years.
12%
57%
23%
8%
Age Group
25 or Less
26-35
36-45
46 or More
71
Working Family
Table no.:- 6.3
Table name:- Working Family
Frequency Percent Valid Percent
Valid Leader 45 13.8 13.8
Manager 130 40.0 40.0
Non Supervisor
53 16.3 16.3
Executive 97 29.8 29.8
Total 325 100.0 100.0
Figure no.:- 6.3
Figure name:- Working Family
Data Interpretation:
From 325 respondents, 97are from the Executives working family and 130 from the
Leader level.
0 20 40 60 80 100 120 140
Leader
Manager
Non Superviser
Executive
Working Family
Frequency
72
Q-1 How Frequent have You Noticed/Felt the Following:
1) Depressed mood
Table no.:- 6.4
Table name:- Depressed Mood
Frequency Percent Valid Percent
Valid Very Frequently 21 6.5 6.5
Frequently 38 11.7 11.7
Occasionally 199 61.2 61.2
Rarely 66 20.3 20.3
never 1 .3 .3
Total 325 100.0 100.0
2) Loss of interest
Table no.:- 6.5
Table name:- Loss of interest
Frequency Percent Valid Percent
Valid Very Frequently 3 .9 .9
Frequently 45 13.8 13.9
Occasionally 189 58.2 58.3
Rarely 85 26.2 26.2
never 2 .6 .6
Total 324 99.7 100.0 Missing System 1 .3
Total 325 100.0
73
3) Loss/increase in weight
Table no.:- 6.6
Table name:- Loss/increase in weight
Frequency Percent Valid Percent
Valid Very Frequently
6 1.8 1.9
Frequently 34 10.5 10.6
Occasionally 169 52.0 52.8
Rarely 80 24.6 25.0
never 31 9.5 9.7
Total 320 98.5 100.0 Missing System 5 1.5
Total 325 100.0
4) Sleep disorder
Table no.:- 6.7 Table name:- Loss/increase in weight
Frequency Percent Valid Percent
Valid Very Frequently 6 1.8 1.9
Frequently 50 15.4 15.9
Occasionally 172 52.9 54.8
Rarely 57 17.5 18.2
never 29 8.9 9.2
Total 314 96.6 100.0 Missing System 11 3.4
Total 325 100.0
74
5) Loss of energy Table no.:- 6.8
Table name:- Loss of energy
Frequency Percent Valid Percent
Valid Very Frequently 9 2.8 2.8
Frequently 41 12.6 12.9
Occasionally 182 56.0 57.1
Rarely 64 19.7 20.1
Never 23 7.1 7.2
Total 319 98.2 100.0 Missing System 6 1.8
Total 325 100.0
6) Thoughts about death and suicide
Table no.:- 6.9
Table name:- Thoughts about death and suicide
Frequency Percent Valid Percent
Valid Very Frequently 2 .6 .6
Frequently 34 10.5 11.0
Occasionally 111 34.2 36.0
Rarely 70 21.5 22.7
never 91 28.0 29.5
Total 308 94.8 100.0 Missing System 17 5.2
Total 325 100.0
75
7) Palpitations and accelerated Heart rate Table no.:- 6.10
Table name:- Palpitations and accelerated Heart rate
Frequency Percent Valid Percent
Valid Very Frequently 3 .9 1.1
Frequently 39 12.0 13.7
Occasionally 96 29.5 33.7
Rarely 80 24.6 28.1
Never 67 20.6 23.5
Total 285 87.7 100.0 Missing System 40 12.3
Total 325 100.0
8) Sweating Table no.:- 6.11
Table name:- Sweating
Frequency Percent Valid Percent
Valid Very Frequently 11 3.4 4.3
Frequently 45 13.8 17.5
Occasionally 117 36.0 45.5
Rarely 61 18.8 23.7
Never 23 7.1 8.9
Total 257 79.1 100.0 Missing System 68 20.9
Total 325 100.0
76
9) Trembling and shaking Table no.:- 6.12
Table name:- Trembling and shaking
Frequency Percent Valid Percent
Valid Very Frequently 7 2.2 2.7
Frequently 55 16.9 21.0
Occasionally 104 32.0 39.7
Rarely 68 20.9 26.0
Never 28 8.6 10.7
Total 262 80.6 100.0 Missing System 63 19.4
Total 325 100.0
10) Chest pain Table no.:- 6.13
Table name:- Chest pain
Frequency Percent Valid Percent Valid Very
Frequently 9 2.8 2.9
Frequently 94 28.9 30.7
Occasionally 99 30.5 32.4
Rarely 59 18.2 19.3
never 45 13.8 14.7
Total 306 94.2 100.0 Missing System 19 5.8
Total 325 100.0
77
11) Fatigue Table no.:- 6.14
Table name:- Fatigue
Frequency Percent Valid Percent
Valid Very Frequently 6 1.8 2.0
Frequently 59 18.2 19.6
Occasionally 172 52.9 57.1
Rarely 57 17.5 18.9
Never 7 2.2 2.3
Total 301 92.6 100.0 Missing System 24 7.4
Total 325 100.0
12) Irritability Table no.:- 6.15
Table name:- Irritability
Frequency Percent Valid Percent Valid Very
Frequently 6 1.8 1.9
Frequently 54 16.6 17.4
Occasionally 183 56.3 59.0
Rarely 56 17.2 18.1
never 11 3.4 3.5
Total 310 95.4 100.0 Missing System 15 4.6
Total 325 100.0
78
13) Anxiety Table no.:- 6.16
Table name:- Anxiety
Frequency Percent Valid Percent
Valid Very Frequently 10 3.1 3.2
Frequently 69 21.2 22.3
Occasionally 152 46.8 49.0
Rarely 70 21.5 22.6
never 9 2.8 2.9
Total 310 95.4 100.0 Missing System 15 4.6
Total 325 100.0
14) Decreased Productivity Table no.:- 6.17
Table name:- Decreased Productivity
Frequency Percent Valid Percent
Valid Very Frequently
7 2.2 2.3
Frequently 57 17.5 18.4
Occasionally 132 40.6 42.7
Rarely 102 31.4 33.0
never 11 3.4 3.6
Total 309 95.1 100.0 Missing System 16 4.9
Total 325 100.0
79
15) Resistance to change Table no.:- 6.18
Table name:- Resistance to change
Frequency Percent Valid Percent
Valid Very Frequently 20 6.2 6.5
Frequently 46 14.2 14.9
Occasionally 133 40.9 43.2
Rarely 88 27.1 28.6
never 21 6.5 6.8
Total 308 94.8 100.0 Missing System 17 5.2
Total 325 100.0
16) Feeling of job insecurity Table no.:- 6.19
Table name:- Feeling of job insecurity
Frequency Percent Valid Percent Valid Very
Frequently 12 3.7 3.8
Frequently 29 8.9 9.3
Occasionally 128 39.4 41.0
Rarely 119 36.6 38.1
never 24 7.4 7.7
Total 312 96.0 100.0 Missing System 13 4.0
Total 325 100.0
80
17) Intension to leave job Table no.:- 6.20
Table name:- Intension to leave job
Frequency Percent Valid Percent
Valid Very Frequently 1 .3 .3
Frequently 28 8.6 9.2
Occasionally 118 36.3 38.7
Rarely 113 34.8 37.0
never 45 13.8 14.8
Total 305 93.8 100.0 Missing System 20 6.2
Total 325 100.0
81
Table no.:- 6.21
Table name:- Consequences of Stress
Particular WAM
Depressed Mood 2.96
Loss of Interest/Pleasure 3.10
Loss/Increase in Weight/Appetite 3.24
Sleep Disorder 3.06
Loss of Energy 3.35
Thoughts about Death and Suicide 3.50
Palpitations and Accelerated Heart Rate 3.15
Sweating 2.49
Trembling and Shaking 2.58
Chest Pain 2.93
Fatigue 2.77
Irritability 2.89
Anxiety 2.85
Decreased Productivity 3.01
Resistance to Change 2.97
Feeling of Job Insecurity 3.23
Intention to Leave Job 3.34
82
Figure no.:- 6.4
Figure name:- Consequences of Stress
Data Interpretation:
The above graph explains about weighted average mean (WAM) An average in which
each quantity to be averaged is assigned a weight. These weightings determine the
relative importance of each quantity on the average. Weightings are the equivalent of
having that many like items with the same value involved in the average. Now we have
assigned weight according to the lowest to highest on the likert scale and on the basis
of that weighted average mean is been done for the consequences of stress. From the
above graph we can interpret that the highest WAM is of employees getting thoughts
about death and suicide which means they are rarely getting such kind of stress which
could accelerate them towards such thoughts and the least WAM signifies that they are
frequently been stressed through that they are trembling shaking, sweating and the
WAM above 2.50 have occasionally felt something like depressed mood, irritability,
anxiety,loss of interest, loss in weight, sleep disorder, etc as such other variables are
00.5
11.5
22.5
33.5
4
Consequences of Stress
83
felt due to stress which is affecting employees in this way in terms of occupational
stress, physical stress and mental as well.
84
Q- 2 Which of the Following has Caused Problem to You?
1) Shift work Table no.:- 6.22
Table name:- Shift work
Frequency Percent Valid Percent
Valid Very Frequently
8 2.5 2.5
Frequently 32 9.8 9.9
Occasionally 212 65.2 65.8
Rarely 54 16.6 16.8
Never 16 4.9 5.0
Total 322 99.1 100.0 Missing System 3 .9
Total 325 100.0
2) Low Salary
Table no.:- 6.23
Table name:- Low Salary
Frequency Percent Valid Percent
Valid Very Frequently 4 1.2 1.2
Frequently 49 15.1 15.2
Occasionally 178 54.8 55.3
Rarely 83 25.5 25.8
Never 8 2.5 2.5
Total 322 99.1 100.0 Missing System 3 .9
Total 325 100.0
85
3) Inadequate break time
Table no.:- 6.24
Table name:- Inadequate break time
Frequency Percent Valid Percent
Valid Very Frequently
7 2.2 2.2
Frequently 56 17.2 17.7
Occasionally 146 44.9 46.2
Rarely 93 28.6 29.4
Never 14 4.3 4.4
Total 316 97.2 100.0 Missing System 9 2.8
Total 325 100.0
4) Long working Hour
Table no.:- 6.25
Table name:- Long working Hour
Frequency Percent Valid Percent
Valid Very Frequently 11 3.4 3.4
Frequently 61 18.8 18.9
Occasionally 146 44.9 45.3
Rarely 101 31.1 31.4
Never 3 .9 .9
Total 322 99.1 100.0 Missing System 3 .9
Total 325 100.0
86
5) Very Heavy Workload
Table no.:- 6.26 Table name:- Very Heavy Workload
Frequency Percent Valid Percent Valid Very
Frequently 11 3.4 3.4
Frequently 60 18.5 18.6
Occasionally 156 48.0 48.3
Rarely 81 24.9 25.1
Never 14 4.3 4.3
33 1 .3 .3
Total 323 99.4 100.0 Missing System 2 .6
Total 325 100.0
6) Poor Supervision Table no.:- 6.27
Table name:- Poor Supervision
Frequency Percent Valid Percent
Valid Very Frequently
4 1.2 1.3
Frequently 42 12.9 13.2
Occasionally 156 48.0 48.9
Rarely 97 29.8 30.4
Never 20 6.2 6.3
Total 319 98.2 100.0 Missing System 6 1.8
Total 325 100.0
87
7) Job Insecurity Table no.:- 6.28
Table name:- Job Insecurity
Frequency Percent Valid Percent
Valid Very Frequently 7 2.2 2.2
Frequently 39 12.0 12.3
Occasionally 152 46.8 47.8
Rarely 92 28.3 28.9
Never 28 8.6 8.8
Total 318 97.8 100.0 Missing System 7 2.2
Total 325 100.0
8) Harassment Table no.:- 6.29 Table name:- Harassment
Frequency Percent Valid Percent Valid Very
Frequently 3 .9 .9
Frequently 28 8.6 8.8
Occasionally 128 39.4 40.4
Rarely 81 24.9 25.6
Never 77 23.7 24.3
Total 317 97.5 100.0 Missing System 8 2.5
Total 325 100.0
88
9) Under Utilization of skills
Table no.:- 6.30
Table name:- Under Utilization of skills
Frequency Percent Valid Percent
Valid Very Frequently
1 .3 .3
Frequently 36 11.1 11.4
Occasionally 157 48.3 49.5
Rarely 84 25.8 26.5
Never 39 12.0 12.3
Total 317 97.5 100.0 Missing System 8 2.5
Total 325 100.0
10) Lack of communication from Management Table no.:- 6.31
Table name:- Under Utilization of skills
Frequency Percent Valid Percent
Valid Very Frequently 2 .6 .6
Frequently 37 11.4 11.9
Occasionally 144 44.3 46.3
Rarely 101 31.1 32.5
Never 27 8.3 8.7
Total 311 95.7 100.0 Missing System 14 4.3
Total 325 100.0
89
11) Impersonal Treatment Table no.:- 6.32
Table name:- Impersonal Treatment
Frequency Percent Valid Percent
Valid Very Frequently 3 .9 1.0
Frequently 23 7.1 7.8
Occasionally 150 46.2 51.0
Rarely 107 32.9 36.4
Never 11 3.4 3.7
Total 294 90.5 100.0 Missing System 31 9.5
Total 325 100.0
12) Uncertain/Undefined Job Expectation Table no.:- 6.33
Table name:- Uncertain/Undefined Job Expectation
Frequency Percent Valid Percent Valid Very
Frequently 2 .6 .7
Frequently 19 5.8 6.7
Occasionally 151 46.5 53.0
Rarely 93 28.6 32.6
Never 20 6.2 7.0
Total 285 87.7 100.0 Missing System 40 12.3
Total 325 100.0
90
13) Commuting Table no.:- 6.34
Table name:- Commuting
Frequency Percent Valid Percent
Valid Very Frequently 2 .6 .7
Frequently 13 4.0 4.4
Occasionally 149 45.8 50.9
Rarely 102 31.4 34.8
Never 27 8.3 9.2
Total 293 90.2 100.0 Missing System 32 9.8
Total 325 100.0
14) Problem with co- worker Table no.:- 6.35
Table name:- Problem with co- worker
Frequency Percent Valid Percent Valid Frequently 13 4.0 4.1
Occasionally 151 46.5 47.6
Rarely 106 32.6 33.4
Never 47 14.5 14.8
Total 317 97.5 100.0 Missing System 8 2.5
Total 325 100.0
91
Table no.:- 6.36
Table Name:- Sources of Stress
Particular WAM
Shift Work 3.08
Low Salary 3.10
Inadequate Break Times 3.07
Long Working Hours 3.04
Very Heavy Workload 3.05
Poor Supervision 3.21
Job Insecurity 3.22
Harassment 3.54
Under Utilization of Skills 3.30
Lack of Communication From Management 3.22
Impersonal Treatment 3.02
Uncertain/Undefined Job Expectations 2.96
Commuting 3.13
Problem With Co-Workers 3.50
92
Figure no.:- 6.5
Figure name:- Sources of Stress
Data Interpretation:
Sources of stress are major areas where employees feel stressed out due to the
problem in above following reasons and in that the WAM is been calculated by us to get
a clear view which is more frequently occasionally felt by employees of SRK. From the
above graph we can interpret that the highest WAM is of harassment and problem with
co-workers which means that these factors are most rarely faced by the employees and
those employees. Thus other factors such as shift work, low salary, inadequate break
times are been occasionally felt by employees which means HR manager should
provide need assessment training on this areas.
2.62.72.82.9
33.13.23.33.43.53.6
Sources of Stress
93
Q-3 Rate Your Satisfaction Level for following:
1) Health and Safety Practices of Your Employer
Table no.:- 6.37
Table Name:- Health and Safety Practices of Your Employer
Frequency Percent Valid Percent
Valid Dissatisfied 14 4.3 4.3
Neutral 181 55.7 55.7
Satisfied 121 37.2 37.2
Highly Satisfied
9 2.8 2.8
Total 325 100.0 100.0
2) Work Life Balance Practices Offered By Your Employer
Table no.:- 6.38
Table Name:- Work Life Balance Practices Offered By Your Employer
Frequency Percent Valid Percent Valid Dissatisfied 16 4.9 4.9
Neutral 195 60.0 60.0
Satisfied 105 32.3 32.3
Highly Satisfied 9 2.8 2.8
Total 325 100.0 100.0
94
3) Employee Recognition Practices of Your Employer
Table no.:- 6.39
Table Name:- Employee Recognition Practices of Your Employer
Frequency Percent Valid Percent
Valid Dissatisfied 35 10.8 10.8
Neutral 189 58.2 58.2
Satisfied 94 28.9 28.9
Highly Satisfied 7 2.2 2.2
Total 325 100.0 100.0
4) Growth and Advancement Opportunities Offered By Your Employer
Table no.:- 6.40
Table Name:- Growth and Advancement Opportunities Offered By Your Employer
Frequency Percent Valid Percent
Valid Dissatisfied 49 15.1 15.2
Neutral 156 48.0 48.3
Satisfied 103 31.7 31.9
Highly Satisfied 15 4.6 4.6
Total 323 99.4 100.0 Missing System 2 .6
Total 325 100.0
95
5) Involvement in Decision Making and Problem Solving
Table no.:- 6.41
Table Name:- Involvement in Decision Making and Problem Solving
Frequency Percent Valid Percent
Valid Highly Dissatisfied 1 .3 .3
Dissatisfied 49 15.1 15.1
Neutral 159 48.9 48.9
Satisfied 106 32.6 32.6
Highly Satisfied 10 3.1 3.1
Total 325 100.0 100.0
6) Recognition of Efforts
Table no.:- 6.42
Table Name:- Recognition of Efforts
Frequency Percent Valid Percent
Valid Dissatisfied 61 18.8 18.8
Neutral 131 40.3 40.3
Satisfied 107 32.9 32.9
Highly Satisfied 26 8.0 8.0
Total 325 100.0 100.0
96
7) Flexibility in Working Hours
Table no.:- 6.43
Table Name:- Flexibility in Working Hours
Frequency Percent Valid Percent
Valid Highly Dissatisfied 1 .3 .3
Dissatisfied 53 16.3 16.4
Neutral 143 44.0 44.1
Satisfied 92 28.3 28.4
Highly Satisfied
35 10.8 10.8
Total 324 99.7 100.0 Missing System 1 .3
Total 325 100.0
Table No.:- 6.44
Table Name:- Satisfaction Level
Particular WAM
Health and safety practices of your employer 3.38
Work – life balance practices offered by your employer 3.32
Employee recognition practices of your employer 3.22
Growth & advancement opportunities offered by your employer 3.24
Involvement in decision making and problem solving 3.23
Recognition of efforts 3.30
Flexibility in working hours 3.32
97
Figure No.:- 6.6
Figure Name:- Satisfaction Level
Data Interpretation:
From the above graph we can interpret that the satisfaction level of employees with
respect to various employer practices with the highest WAM is of health and safety
practices of your employer is 3.38 which means that respondents are satisfied with such
kind of practices. And also other employer practices of srk are neutral because the
WAM is more than 3.
3.1
3.15
3.2
3.25
3.3
3.35
3.4
98
Q-4 Which of the following interventions/techniques has the company taken to manage stress?
A. EDUCATIONAL INTERVENTIONS
1) Informed About the Source of Stress
Table no.:- 6.45
Table Name:- Informed About the Source of Stress
Frequency Percent Valid Percent
Valid Very Favorably 16 4.9 4.9
Favorably 30 9.2 9.2
Occasionally 229 70.5 70.5
Rarely 48 14.8 14.8
Never 2 .6 .6
Total 325 100.0 100.0
99
2) Informed How to Avoid Stress Table no.:- 6.46
Table Name:- Informed How to Avoid Stress
Frequency Percent Valid Percent
Valid Very Favorably 2 .6 .6
Favorably 56 17.2 17.3
Occasionally
190 58.5 58.6
Rarely 67 20.6 20.7
Never 9 2.8 2.8
Total 324 99.7 100.0 Missing System 1 .3
Total 325 100.0
3) Informed How to Better Cope With Stress Table no.:- 6.47
Table Name:- Informed How to Better Cope With Stress
Frequency Percent Valid Percent
Valid Very Favorably 12 3.7 3.7
Favorably 82 25.2 25.3
Occasionally 156 48.0 48.1
Rarely 65 20.0 20.1
Never 9 2.8 2.8
Total 324 99.7 100.0 Missing System 1 .3
Total 325 100.0
100
4) Informed How Stress Feels Like Table no.:- 6.48
Table Name:- Informed How Stress Feels Like
Frequency Percent Valid Percent
Valid Very Favorably 9 2.8 2.8
Favorably 90 27.7 27.7
Occasionally 135 41.5 41.5
Rarely 83 25.5 25.5
Never 8 2.5 2.5
Total 325 100.0 100.0
Table no.:- 6.49
Table Name:- Educational Interventions
Particular WAM
You are informed about the source of stress 2.96
You are informed how to avoid Stress 3.06
You are informed how to better cope with stress 2.92
You are informed how stress feels like 2.97
101
Figure No.:-6.7
Figure Name:- Educational Interventions
Data intervention:
From the above graph we can interpret that WAM of educational interventions of
“your informed how to avoid Stress“ is the highest with 3.06 which means that
occasionally they are been informed and the other education interventions fall under 3
which means that respondents are neutral about the other interventions
2.85
2.9
2.95
3
3.05
3.1
You are informed about the source of
stress
You are informed how to avoid Stress
You are informed how to better cope with
stress
You are informed how stress feels like
102
B. SKILL ACQUISITION INTERVENTIONS
1) Time Management
Table no.:- 6.50
Table Name:- Time Management
Frequency Percent Valid Percent
Valid Very Favorably 28 8.6 8.6
Favorably 143 44.0 44.0
Occasionally 128 39.4 39.4
Rarely 26 8.0 8.0
Total 325 100.0 100.0
2) Proper Training
Table no.:- 6.51
Table Name:- Proper Training
Frequency Percent Valid Percent
Valid Very Favorably 12 3.7 3.7
Favorably 149 45.8 45.8
Occasionally 126 38.8 38.8
Rarely 34 10.5 10.5
Never 4 1.2 1.2
Total 325 100.0 100.0
103
Table no.:- 6.52
Table Name:- Skill Acquisition Interventions
Particular WAM
Time Management 2.46
Proper Training 2.59
Figure No.:- 6.8
Figure Name:- Skill Acquisition Interventions
Data interpretation: From the above graph weighted average mean of the proper training is highest
that is 2.59 and the WAM of time management is 2.46 that means respondents
are frequently been known about the skill Acquisition Interventions.
2.35
2.4
2.45
2.5
2.55
2.6
Time Management Proper Training
104
C. EMPLOYEE WELLNESS PROGRAM (EWP)
1) Supervised Exercised Classes
Table no.:- 6.53
Table Name:- Supervised Exercised Classes
Frequency Percent Valid Percent
Valid Very Favorably
18 5.5 5.5
Favorably 46 14.2 14.2
Occasionally 216 66.5 66.5
Rarely 44 13.5 13.5
Never 1 .3 .3
Total 325 100.0 100.0
2) Free Utilization of Fitness Centre
Table no.:- 6.54
Table Name:- Free Utilization of Fitness Centre
Frequency Percent Valid Percent
Valid Very Favorably 14 4.3 4.3
Favorably 43 13.2 13.4
Occasionally 194 59.7 60.2
Rarely 39 12.0 12.1
Never 32 9.8 9.9
Total 322 99.1 100.0 Missing System 3 .9
Total 325 100.0
105
3) Training on How to Properly Perform Physical Work Tasks
Table no.:- 6.55
Table Name:- Training on How to Properly Perform Physical Work Tasks
Frequency Percent Valid Percent
Valid Very Favorably
13 4.0 4.1
Favorably 79 24.3 24.7
Occasionally 160 49.2 50.0
Rarely 37 11.4 11.6
Never 31 9.5 9.7
Total 320 98.5 100.0 Missing System 5 1.5
Total 325 100.0
4) Follow up Counselling
Table no.:- 6.56
Table Name:- Follow up Counselling
Frequency Percent Valid Percent
Valid Very Favorably 9 2.8 2.8
Favorably 107 32.9 33.0
Occasionally 129 39.7 39.8
Rarely 65 20.0 20.1
Never 14 4.3 4.3
Total 324 99.7 100.0 Missing System 1 .3
Total 325 100.0
106
5) Organizational Environment helps in maintaining Healthy Lifestyle
Table no.:- 6.57
Table Name:- Organizational Environment helps in maintaining Healthy Lifestyle
Frequency Percent Valid Percent
Valid Very Favorably
50 15.4 15.4
Favorably 109 33.5 33.6
Occasionally 98 30.2 30.2
Rarely 52 16.0 16.0
Never 15 4.6 4.6
Total 324 99.7 100.0 Missing System 1 .3
Total 325 100.0
Table no.:- 6.58
Table Name:- Employee Wellness Program (EWP)
Particular WAM
Supervised Exercise Class 2.88
Free Utilization of Fitness Centres 3.07
Training on How to Properly Perform Physical
Work Tasks
2.93
Follow up Counselling 2.89
Organizational Environment Helps in Maintaining
Healthy Lifestyle
2.6
107
Figure No.:- 6.9 Figure Name:- Employee Wellness Program (EWP)
Data interpretation:
From the above graph we can interpret that all respondents are falling in the category
of occasionally they had been intervened with employee wellness program because
their WAM is between 2.6-3.40 and the WAM of last parameter is 2.6 which means that
frequently they feel that organizational environment helps in maintaining healthy
lifestyle.
2.32.42.52.62.72.82.9
33.13.2
Supervised Exercise Class
Free Utilization of Fitness Centers
Training on How to Properly
Perform Physical Work Tasks
Follow up Counseling
Organizational Environment
Helps in Maintaining
Healthy Lifestyle
108
D. HEATH PROMOTION PROGRAM(HPP)
1) On Site Health Education Program
Table no.:- 6.59
Table Name:- On Site Health Education Program
Frequency Percent Valid Percent Valid Very
Favorably 20 6.2 6.2
Favorably 64 19.7 19.7
Occasionally 212 65.2 65.2
Rarely 25 7.7 7.7
Never 4 1.2 1.2
Total 325 100.0 100.0
2) Health Care Programs available for Family Members Also
Table no.:- 6.60
Table Name:- Health Care Programs available for Family Members Also
Frequency Percent Valid Percent
Valid Very Favorably 7 2.2 2.2
Favorably 76 23.4 23.6
Occasionally 188 57.8 58.4
Rarely 33 10.2 10.2
Never 18 5.5 5.6
Total 322 99.1 100.0 Missing System 3 .9
Total 325 100.0
109
3) Workplace is Smoke Free
Table no.:- 6.61
Table Name:- Workplace is Smoke Free
Frequency Percent Valid Percent
Valid Very Favorably 104 32.0 32.1
Favorably 117 36.0 36.1
Occasionally 63 19.4 19.4
Rarely 29 8.9 9.0
Never 11 3.4 3.4
Total 324 99.7 100.0 Missing System 1 .3
Total 325 100.0
4) Provide Nutritious Options in Canteen and Vending Machine
Table no.:- 6.62
Table Name:- Provide Nutritious Options in Canteen and Vending
Machine
Frequency Percent Valid Percent
Valid Very Favorably 36 11.1 11.1
Favorably 127 39.1 39.2
Occasionally 114 35.1 35.2
Rarely 32 9.8 9.9
Never 15 4.6 4.6
Total 324 99.7 100.0 Missing System 1 .3
Total 325 100.0
110
5) Control on Hypertension
Table no.:- 6.63
Table Name:- Control on Hypertension
Frequency Percent Valid Percent
Valid Very Favorably
10 3.1 3.1
Favorably 99 30.5 30.6
Occasionally 116 35.7 35.8
Rarely 76 23.4 23.5
Never 23 7.1 7.1
Total 324 99.7 100.0 Missing System 1 .3
Total 325 100.0
Table no.:- 6.64
Table Name:- Heath Promotion Program (HPP)
Particular VAM
On Site Health Education Program 2.78
Health Care Programs Available for Family Members also 2.9
Workplace is Smoke Free 2.14
Provide Nutritious Options in Canteen and Vending Machine 2.56
Control on Hypertension 3.00
111
Figure No.:- 6.10 Figure Name:- Heath Promotion Program (HPP)
Data interpretation:
From the above graph we can interpret that the WAM of the parameter like control on
hypertension have 3 WAM which comes in to the category of occasionally 2.60-3.40
and also other parameters like workplace is smoke free and provide nutritious options in
canteen and vending Machine is having WAM 2.14 and 2.56 respectively which means
frequently they are known of Health Promotion Program.
0
0.5
1
1.5
2
2.5
3
3.5
On Site Health Education Program
Health Care Programs
Available for Family Members
also
Workplace is Smoke Free
Provide Nutritious Options in
Canteen and Vending Machine
Control on Hypertension
112
One Way ANOVA
Here we used the One Way ANOVA for the testing, whether there is significant
relationship between the satisfaction Level of employees regarding the practices
provided by their employer and the working family in which they are working.
Null Hypothesis (H0): There is no significance in the satisfaction level of employer
practices belonging to different working families.
Alternative Hypothesis (H1): There is significance in at least one working family
having dependent on satisfaction level of employer practices.
Table no.:- 6.65
Table Name:- ANOVA
Sum of Squares Df
Mean Square F Sig.
Health and safety practices of your employer
Between Groups 11.497 3 3.832 11.040 .000
Within Groups 111.426 321 .347
Total 122.923 324
Work – life balance practices offered by your employer
Between Groups 2.137 3 .712 1.912 .128
Within Groups 119.635 321 .373
Total 121.772 324
Employee recognition practices of your employer
Between Groups .239 3 .080 .182 .908
Within Groups
140.364 321 Rt .437
Total 140.603 324
113
Growth & advancement opportunities offered by your employer
Between Groups .373 3 .124 .209 .890
Within Groups 189.782 319 .595
Total 190.155 322
Involvement in decision making and problem solving
Between Groups .517 3 .172 .305 .822
Within Groups
181.175 321 .564
Total 181.692 324
Recognition of efforts
Between Groups 2.322 3 .774 1.035 .377
Within Groups 240.128 321 .748
Total 242.449 324
Flexibility in working hours
Between Groups 3.284 3 1.095 1.399 .243
Within Groups 250.379 320 .782
Total 253.664 323
Interpretation:
The output displays table of ANNOVA under the one way:
ANNOVA table provides information for testing hypothesis. F- value is used as a test of
significance of difference in mean across the groups . For each, Predictive Analytic
software reports the degrees of freedom, sum of squares and mean square.
The ANNOVA value largely shows for Employees satisfaction level regarding health & safety practices of employee and working family which have significant relation
between the groups. There is existence of satisfaction level of employees regarding
health& safety practices and working family.
114
The ANNOVA value largely shows for employees satisfaction level regarding work life balance Practices of employee and working family which have no significant relation
between the groups as null hypothesis is accepted. There is existence of satisfaction
level of employees regarding work life balance Practices of employee and working
family.
The ANNOVA value largely shows for Employees satisfaction level regarding
Employee Recognition Practices of Your Employer and working family which have
no significant relation between the groups as null hypothesis is accepted. There is
existence of satisfaction level of employees regarding Employee Recognition practices
and working family.
The ANNOVA value largely shows for Employees satisfaction level regarding Growth and Advancement Practices of employer and working family which have no
significant relation between the groups as null hypothesis is accepted. There is
existence of satisfaction level of employees regarding Growth and Advancement
Practices of employer and working family.
The ANNOVA value largely shows for Employees satisfaction level regarding
Involvement in Problem solving and decision making employer and working family
which have no significant relation between the groups as null hypothesis is accepted.
There is existence of satisfaction level of employees regarding Involvement in Problem
solving and decision making employer of employer and working family.
The ANNOVA value largely shows for Employees satisfaction level regarding
Recognition of Efforts and working family which have no significant relation between
the groups as null hypothesis is accepted. There is existence of satisfaction level of
employees regarding Recognition of Efforts of employer and working family.
The ANNOVA value largely shows for Employees satisfaction level regarding Flexible in Working Hours and working family which have no significant relation between the
groups as null hypothesis is accepted. There is existence of satisfaction level of
employees regarding Flexible in Working Hours of employer and working family.
115
CHAPTER 7
FINDINGS
116
FINDINGS
By comparing the age and years of experience of the respondents it is clearly visible
that the company is having around 50-60% young and skilled value adding
workforce.
All respondents are well acquainted with the vision, mission, goals, rules and
regulations of the company.
The working family is majorly is consisted of 40% managers which are considered to
be the knowledge community of the SRK exports.
The major consequences of stress that respondents are been noticed/felt are
depressed mood, loss of interest, loss/increase in weight, sleep disorder, loss of
energy, fatigue , anxiety , irritability with more than 40% occasionally been noticed.
There less than 20 % respondents who have never felt such kid of consequences of
stress they are palpitations and accelerated heart rate, sweating , chest pain.
The major sources of stress that has caused problem occasionally to employees
are shift work with 65% , low salary 55%, very heavy work load 48%, poor
supervision 48% , job insecurity 47% , under utilization of skills 48.3% impersonal
treatment 46.2%,uncertain/undefined job expectation 46.5%, problem with co-worker
46.5%.
Majorly respondents are neutral towards satisfaction level of the employer
practices these are health & safety practices of your employer 55.7% , work life
balance practices offered by your employer 60%, employee recognition practices of
your employer 58.2%,involvement in decision making & problem solving 48.9%,
recognition of efforts 40%, flexibility in working hours 44%, growth & advancement
opportunities offered by your employer 48%.
Nearly 32% of respondents are satisfied with the employer practices.
There are 18.8 % of respondents who are dissatisfied with the recognition of efforts
followed by the employer.
Stress management interventions are the core to mange stress and so following
interventions are been favourable by the company.
117
The foremost interventions is educational interventions which is divided into 4
parameters further and the most occasionally been followed out is 70 % of the
respondents feels that they are been informed about the sources of stress, 58% are
been informed about how to avoid stress.
Time management and proper training are favourably done according to the
respondents with 44% and 45% respectively.
Employee wellness program are also been occasionally done such as supervised
exercise classed with 66.5% respondents, free utilization of fitness centres
59.7%,and training on how to properly perform physical work tasks.
Follow up counselling and organizational environment helps in maintaining healthy
lifestyle which is favourable to respondents 32.9% and 33.5% respectively.
According to the respondents Heath promotion program is also occasionally been
taken place at the SRK exports.
Through the training period of 1 year in SRK exports we have observed that the
company is been set as an example of large organizations with traditional view of
working in the diamond sector.
From health care to educational facilities to social service, SRK have put in our
unflinching Endeavour to closely harness our people, city and country.
In the field of education, SRK have tried to spread the light of enlightenment to
everyone, especially the underprivileged. SRK has set up various institutes and
played a pivotal role in promoting women’s education.
SRK have face-to-face interaction with employees to improve their work efficiency
and relationships.
SRK encourages extra-curricular activities like celebrating festivals, Sports,
Environment friendliness and Tree-plantation, Career guidance, External
examinations, Music, Karate Cultural programmes, Conferences, Cleanliness drives,
Science-fair and much more.
118
CHAPTER 8 CONCLUSION
& RECOMMENDATION
119
CONCLUSION
The enormous human and economic costs associated with occupational stress
suggest that initiatives designed to prevent and/or reduce employee stress should
be high on the agenda of workplace health promotion programs. The response
therefore needs to be directed at the causes rather than the effects of stress at work.
It should concentrate on the adoption of preventive, systematic and participative
interventions. Wide - ranging types of interventions may be considered, leaving the
choice of the most effective combination to the specific features of the particular
work situation.
It is essential that action be undertaken at different levels. At the primary level,
action is needed to identify and address problems at the level of the organization
and the environment, with a view to preventing stress at work. At the secondary
level, interventions can be developed to help individual employees or groups of
employees coping with stress and at the tertiary level, assistance can be provided to
employees to help cure the symptoms of stress ad to workers who have been
subject to violence to recover from it.
120
RECOMMENDATIONS
Encouraging more of organizational communication with the employees so that there is
no role ambiguity/conflict. Effective communication can also change employee views.
Managers can use better signs and symbols which are not misinterpreted by the
employees.
Employee counselling is a very good strategy to overcome employee stress. Through
counselling, employees can become aware of their strengths and how to develop those
strengths, their weaknesses and how to eliminate them; and they can develop
strategies for changing their behaviour. Employees are also given career counselling
which helps in reducing their ambiguities with regard to career.
Employees should be given flexibility in hours so that there would be more effective
productivity increase by them.
Give employees opportunities to participate in decisions and actions affecting their jobs.
Delegate responsibility if you have to and allow others to call their own shots. When
they feel they are part of the decision, they are more likely to take responsibility, rather
than grumble against their boss and their company.
Reducing stress will allow for a better work environment and will promote mutual effort
amongst your team, resulting in higher quality of work.
Encourage employees that they are doing a good job, encourage them to get enough
sleep, and encourage them eat a balanced diet and exercise regularly.
Stress is inevitable, but there are ways in which we can lessen the load and make the
workplace more manageable. Having a supportive management team, organizing your
time effectively, and having fun around the workplace are effective ways to minimize
stress.
121
BIBLIOGRAPHY
122
BOOKS
Ashwathappa, K. Organizational Behavior. New Delhi: McGraw Hill Education(India), 2011.
Centers, Stress Management at IT Call. "Stress Management at IT centers." (2008).
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stress and coping on ulcer-like symptoms among Chinese male off-shore oil workers. 2009.
Connolly, John F and Willock, Joyce and Hipwell, Michele and Chisholm, Vivienne.
"Occupational stress and Psychological Well Being." (2009).
Cooper, Donald R. Business Research Methods. New Delhi: McGraw Hill Education(India), 2013.
J, Cooper. C. L. and Marshall. "Understanding Executive Stress." The McMillan Press Ltd (1978):
4.
J.E.Agola. "Occupational Stress among Police Officers: The Case of Botswana Police Service."
(2009).
J.M., A.P. and Atieth. "Studying Job Stress: Are we making mountains out?" occupational
behavior (1987): 115-126.
K.Ashwathappa. Organization Behaviour. Tata McGraw Hill, 2011.
M., Jamal. "Job stress-prone Type A behavior, personal and organizational consequences."
Canadian Journal Administration Sciences (1985): 360-374.
Nagesh, P. and Murthy, M. S. Narasimha. "Stress Management at IT call ." Stress Management
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Pescatello, Katherine Pollak. Eisen. George J. Allen. Mary Bollash and Linda S. "stress
Management in the workplace." New York, 2009.
123
Robbins, Stephen. "Organizational Behavior." Prentice Hall, UK (1989): 499-501.
Schmidt, Denise Rodriguez Costa, Rosana Aparecida Spadoti Dantas and Maria Helena Palucci
and Laus, Ana Maria Marziale. "Occupational Stress among nursing staff in Surgical settings."
(2010).
Struebing, Laura. "Eighy Ways to Reduce Employee Stress." (1996).
Upson, John W., David J. Ketchen Jr. and R. Duane Ireland. "Managing Employee Stress:A key to
the effectiveness of supply chain management." (2007).
—. "Managing Employee Stress; A key to the Effectiveness of Stratagic Supply Chain ." (n.d.).
Yokoyam, Kayako urakawa and Kazuhito. "Sense of Coherence (SOC) may Reduce the Effects of
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WEBSITE
Ecloud. Srk Exports Pvt.Ltd. 11 December 2013. 16 September 2014
<http://www.srkexports.com>.
124
ANNEXURE
125
Questionnaire
Respected sir/madam,
This survey is a part of academic course being carried out by Chitrak Sawadiyawala and Nafisa
Kurani of MBA, S.R.LUTHRA INSTITUTE OF MANAGEMENT. This survey is to understand “The
Stress management of employees at Shree Ram Krishna Exports Pvt. Ltd.” This survey is for
our academic purpose only and information gathered here will not be used for any other
purposes. Answer for personal details will be kept confidential.
Please spare your valuable time to answer the following questions. We will be thankful for your
valuable response.
Particular of respondent
Name:-
Age:-
Gender:-
Male
Female
Designation:-
Marital Status:-
Total Experience with SRK Exports:-
Working Department:-
126
Q-1. How frequent have you noticed / felt the following:-
Q-2. Which of the following has caused problem to you? SR NO.
Factors Very Frequently
Frequently
Occasionally
Rarely
Never
1. Shift Work
2. Low Salary
3. Inadequate Break times
4. Long Working Hours
5. Very Heavy Workload
6. Poor Supervision
7. Job Insecurity
8. Harassment
9. Under Utilization of Skill
10. Lack of Communication from Management
SR NO.
Factors Very Frequently
Frequently
Occasionally
Rarely
Never
1. Depressed Mood
2. Loss of Interest/Pleasure
3. Loss/Increase in Weight/Appetite
4. Sleep Disorder
5. Loss of Energy
6. Thoughts about Death and Suicide
7. Palpitations and accelerated Heart rate
8. Sweating
9. Trembling and Shaking
10. Chest Pain
11. Fatigue
12. Irritability
13. Anxiety
14. Decreased Productivity
15. Resistance to Change
16. Feeling of Job Insecurity
17. Intention to leave Job
127
11. Impersonal Treatment
12. Uncertain/Undefined Job Expectations
13. Commuting
14. Problem with Co-workers
Q-3. Rate your satisfaction level for the following:
SR NO.
Factors Highly Dissatisfied
Dissatisfied Neutral Satisfied Highly Satisfied
1. Health & Safety Practices of your Employer
2. Work -Life Balance Practices Offered by your Employer
3. Employee Recognition Practices of your Employer
4. Growth & Advancement Opportunities Offered by your Employer
5. Involvement in Decision Making and Problem Solving
6. Recognition of Efforts
7. Flexibility in Working Hours
Q-4. Which of the following interventions / techniques has the company taken to manage stress?
A. Educational Interventions :-
SR NO.
Factors Very Frequently
Frequently
Occasionally
Rarely
Never
1. You are informed about the sources of stress
2. You are informed how to avoid stress
3. You are informed how to better cope with stress
4. You are informed how stress feels like
128
B. Skill Acquisition Interventions
SR NO.
Factors Very Frequently
Frequently
Occasionally
Rarely
Never
1. Time management
2. Proper training
C. Employee Wellness Program (EWP)
SR NO.
Factors Very Frequently
Frequently
Occasionally
Rarely
Never
1. Supervised exercise classes
2. Free utilization of Fitness centre
3. Training on how to properly perform physical work tasks
4. Follow up counseling
5. Organizational environment helps in maintaining healthy lifestyle
D. Health Promotion Program (HPP)
SR NO.
Factors Very Frequently
Frequently
Occasionally
Rarely
Never
1. On site health education program
2. Health care programs available for family members also
3. Workplace is smoke free
4. Provide nutritious options in canteen and vending machine
5. Control on hypertension