CHAPTER I INTRODUCTION

INTRODUCTION

Job Burnout is a state of emotional, mental, and physical exhaustion caused by excessive and prolonged stress. It occurs when one feels overwhelmed and unable to meet constant demands. As the stress continues, they begin to lose the interest or motivation that led them to take on a certain role in the first place. Burnout reduces their productivity and saps energy, leaving them feeling increasingly helpless, hopeless, cynical, and resentful. Eventually, they may feel like have nothing more to give. Most of people have days when they feel bored, overloaded, or unappreciated; when the dozen balls kept in the air arent noticed, let alone rewarded; when dragging themselves out of bed requires the determination of Hercules. If people feel like this most of the time, however, they may be flirting with burnout. Employees may be on the road to burnout if:

Every day is a bad day. Caring about work or home life seems like a total waste of energy. exhausted all the time. The majority of day is spent on tasks found either mind-numbingly dull or overwhelming. feel like nothing you do makes a difference or is appreciated.

The negative effects of burnout spill over into every area of life including home and social life. Burnout can also cause long-term changes to body that makes one vulnerable to illnesses like colds and flu. Because of its many consequences, its important to deal with burnout right away. The present study attempts to establish that Job burnout is related to job category and to identify main causes of job burnout and its after effects

Attitude
van den Berg et al., 2006; Eagly & Chaiken, 1998

An attitude is a hypothetical construct that represents an individual's degree of like or dislike for something. Attitudes are generally positive or negative views of a person, place, thing, or event this is often referred to as the attitude object. People can also be conflicted or ambivalent toward an object, meaning that they simultaneously possess both positive and negative attitudes toward the item in question. Attitudes are judgments. They develop on the ABC model (affect, behavior, and cognition). The affective response is an emotional response that expresses an individual's degree of preference for an entity. The

behavioral intention is a verbal indication or typical behavioral tendency of an individual. The cognitive response is a cognitive evaluation of the entity that constitutes an individual's beliefs about the object. Most attitudes are the result of either direct experience or observational learning from the environment Anxiety Anxiety is a multisystem response to a perceived threat or danger. It reflects a combination of biochemical changes in the body, the patient's personal history and memory, and the social situation. As far as we know, anxiety is a uniquely human experience. Moreover, a large portion of human anxiety is produced by anticipation of future eventsIt is important to distinguish between anxiety as a feeling or experience, and an anxiety disorder as a psychiatric diagnosis. Although anxiety is a commonplace experience that everyone has from time to time, it is difficult to describe concretely because it has so many different potential causes and degrees of intensity. Doctors sometimes categorize anxiety as an emotion or an affect depending on whether it is being described by the person having it (emotion) or by an outside observer (affect). The word emotion is generally used for the biochemical changes and feeling state that underlie a person's internal sense of anxiety. Affect is used to describe the person's emotional state from an observer's perspective. If a doctor says that a patient has an anxious affect, he or she means that the patient appears nervous or anxious, or responds to others in an anxious way (for example, the individual is shaky, tremulous, etc.).

Locus Of control
Locus of control in social psychology refers to the extent to which individuals believe that they can control events that affect them. Understanding of the concept was developed by Julian B. Rotter in 1954, and has since become an important aspect of personality studies. Individuals with a high internal locus of control believe that events result primarily from their own behavior and actions. Those with a low internal locus of control or External Locus of Control believe that others are the masters of their fate, or chance primarily determine events. Those with a high internal locus of control have better control of their behavior, tend to exhibit more political behaviors, and are more likely to attempt to influence other people than those with a high external (or low internal respectively) locus of control. Those with a high internal locus of control are more likely to assume that their efforts will be successful. They are more active in seeking information and knowledge concerning their situation.

One's "locus" (Latin for "place" or "location") can either be internal (meaning the person believes that they control their life) or external (meaning they believe that their environment, some higher power, or other people control their decisions and their life). History of concept Locus of control is the framework of Rotter's (1954) social learning theory of personality. Lefcourt (1976) defined perceived locus of control as follows: "Perceived control is defined as a generalised expectancy for internal as opposed to external control of reinforcements" (Lefcourt 1976, p. 27). Early work on the topic of expectancies about control of reinforcement had, as Lefcourt explains, been performed in the 1950s by James and Phares prepared for unpublished doctoral dissertations supervised by Rotter at The Ohio State University. Attempts have been made to trace the genesis of the concept to the work of Alfred Adler, but its immediate background lies in the work of Rotter students, such as William H. James (not to be confused with William James), who studied two types of expectancy shifts:

typical expectancy shifts, believing that a success or failure would be followed by a similar outcome; and atypical expectancy shifts, believing that a success or failure would be followed by a dissimilar outcome.

Work in this field led psychologists to suppose that people who were more likely to display typical expectancy shifts were those who more likely to attribute their outcomes to ability, whereas those who displayed atypical expectancy would be more likely to attribute their outcomes to chance. This was interpreted as saying that people could be divided into those who attribute to ability (an internal cause) versus those who attribute to luck (an external cause). However, after 1970, Bernard Weiner pointed out that attributions to ability versus luck also differ in that the former are an attribution to a stable cause, the latter an attribution to an unstable cause. A revolutionary paper in this field was published in 1966, in the journal Psychological Monographs, by Rotter. In it, Rotter summarized over ten years of research by himself and his students, much of it previously unpublished. Early history of the concept can be found in Lefcourt (1976), who, early in his treatise on the topic, relates the concept to learned helplessness. Rotter (1975, 1989) has discussed problems and misconceptions in others' use of the internal versus external control of reinforcement construct... Locus of control personality orientations Rotter (1975) cautioned that internality and externality represent two ends of a continuum, not an either/or typology. Internals tend to attribute outcomes of events to their own control. Externals attribute outcomes of events to external circumstances. For example, college students with a strong internal locus of control may

believe that their grades were achieved through their own abilities and efforts, whereas those with a strong external locus of control may believe that their grades are the result of good or bad luck, or to a professor who designs bad tests or grades capriciously; hence, they are less likely to expect that their own efforts will result in success and are therefore less likely to work hard for high grades. (It should not be thought however, that internality is linked exclusively with attribution to effort and externality with attribution to luck, as Weiner's work (see below) makes clear). This has obvious implications for differences between internals and externals in terms of their achievement motivation, suggesting that internal locus is linked with higher levels of N-ach. Due to their locating control outside themselves, externals tend to feel they have less control over their fate. People with an external locus of control tend to be more stressed and prone to clinical depression (Benassi, Sweeney & Dufour, 1988; cited in Maltby, Day & Macaskill, 2007). Internals were believed by Rotter (1966) to exhibit two essential characteristics: high achievement motivation and low outer-directedness. This was the basis of the locus of control scale proposed by Rotter in 1966, although this was actually based on Rotter's belief that locus of control is a unidimensional construct. Since 1970, Rotter's assumption of unidimensionality has been challenged, with Levenson, for example, arguing that different dimensions of locus of control, such as belief that events in one's life are self-determined, are organized by powerful others and are chance-based, must be separated. Weiner's early work in the 1970s, suggested that, more-or-less orthogonal to the internality-externality dimension, we should also consider differences between those who attribute to stable causes, and those who attribute to unstable causes.[2] This meant that attributions could be to ability (an internal stable cause), effort (an internal unstable cause), task difficulty (an external stable cause) or luck (an external, unstable cause). Such at least were how the early Weiner saw these four causes, although he has been challenged as to whether people do see luck, for example, as an external cause, whether ability is always perceived as stable and whether effort is always seen as changing. Indeed, in more recent publications (e.g. Weiner, 1980) Weiner uses different terms for these four causessuch as "objective task characteristics" in place of task difficulty and "chance" in place of luck. It has also been notable how psychologists since Weiner have distinguished between stable effort and unstable effort knowing that, in some circumstances, effort could be seen as a stable cause, especially given the presence of certain words such as "industrious" in the English language. Scales to measure locus of control The most famous questionnaire to measure locus of control is the 23-item forced choice items and six filler items scale of Rotter (1966), It is the most relevant and commonly used among all. But this is not the only questionnaireindeed, predating Rotter's work by five years is Bialer's (1961) 23-item scale for childrenand many more.

Familial origins The development of locus of control is associated with family style and resources, cultural stability and experiences with effort leading to reward.[citation needed] Many internals have grown up with families that modeled typical internal beliefs. These families emphasized effort, education, responsibility and thinking. Parents typically gave their children rewards they had promised them. In contrast, externals are typically associated with lower socioeconomic status. Societies experiencing social unrest increase the expectancy of being out-ofcontrol, so people in such societies become more external. The research of Schneewind (1995; cited in Schultz & Schultz, 2005) suggests that "children in large single parent families headed by women are more likely to develop an external locus of control" (Schultz & Schultz, 2005, p. 439). Schultz and Schultz also point out that children who develop an internal locus tend to come from families where parents have been supportive and consistent in self-discipline. There has been some ambiguity about whether parental locus of control influences a child's locus of control, although at least one study has found that children are more likely to attribute their successes and failures to unknown causes if their parents had an external locus of control (see the first of the external links listed below). As children grow older, they gain skills that give them more control over their environment. In support of this, psychological research has found that older children have more internal locus of control than younger children. Findings from early studies on the familial origins of locus of control were summarized by Lefcourt: "Warmth, supportiveness and parental encouragement seem to be essential for development of an internal locus".[10] Locus of control and age It is sometimes assumed that as people age, they will become less internal and more external, but data here has been ambiguous. Longitudinal data collected by Gatz and Karel (cited in Johnson et al., 2004 )imply that internality may increase up to middle age, and thereafter decrease. Noting the ambiguity of data in this area, Aldwin and Gilmer (2004) cite Lachman's claim that locus of control is ambiguous. Indeed, there is evidence here that changes in locus of control in later life relate more visibly to increased externality, rather than reduced internality, if the two concepts are taken to be orthogonal. Evidence cited by Schultz and Schultz (2005), for example Heckhausen and Schulz (1995) or Ryckman and Malikosi, 1975 (cited in Schultz & Schultz, 2005), suggests that locus of control increases in internality up until middle age. These authors also note that attempts to control the environment become more pronounced between the age of eight and fourteen. For more on the relationship between locus of control and coping with the demands of later life, see the article on aging. A study published in the journal Psychosomatic Medicine examined the health effect of childhood "locus of control". 7,500 British adults followed from birth who had shown an internal locus of control at the age of 10

were less likely to be overweight at age 30. The children who had an internal locus of control also appeared the have higher levels of self esteem.

Gender-based differences in locus of control As Schultz and Schultz (2005) point out, significant differences in locus of control have not been found for adults in a U.S. population. However, these authors also note that there may be specific sex-based differences for specific categories of item to assess locus of controlfor example, they cite evidence that men may have a greater internal locus for questions related to academic achievement (Strickland & Haley, 1980; cited in Schultz & Schultz, 2005). Cross-cultural issues in locus of control The question of whether people from different cultures vary in locus of control has long been of interest to social psychologists. Japanese people tend to be more external in locus of control orientation than people in the U.S., whereas differences in locus of control between different countries within Europe, and between the U.S. and Europe, tend to be small (Berry, Poortinga, Segall & Dasen, 1992). As Berry et al. (1992) point out, different ethnic groups within the United States have been compared on locus of control, with blacks in the U.S. being more external than whites, even when socio-economic status is controlled (Dyal, 1984; cited in Berry et al., 1992). Berry et al. (1992) also point out how research on other ethnic minorities in the U.S., such as Hispanics, has been ambiguous. More on cross-cultural variations in locus of control can be found in Shiraev and Levy (2004). The research in this area indicates how locus of control has been a useful concept for researchers in cross-cultural psychology. Self-efficacy Self-efficacy is another related concept, introduced by Albert Bandura. Although someone may believe that how some future event turns out is under their control, they may or may not believe that they are capable of behaving in a way that will produce the desired result. For example, an athlete may believe that training eight hours a day would result in a marked improvement in ability (an internal locus of control orientation) but not believe that he or she is capable of training that hard (a low sense of self-efficacy). Self-efficacy has been measured by means of a psychometric scale[13] and differs from locus of control in that whereas locus of control is generally a measure of cross-situational beliefs about control, self-efficacy is used as a concept to relate to more circumscribed situations and activities. Bandura has emphasized how the concept differs from self-esteem using the example that a person may have low self-efficacy for ballroom dancing, but that if ballroom dancing is not very important to that person, this is unlikely to result in low self-esteem.

Psychiatrist and expert on trauma and dissociation, Colin A. Ross, MD, describes the inappropriate self-blame that characterizes many adult survivors of childhood trauma as "the locus of control shift." This theory is pivotal in his therapeutic sessions with near-psychotic people at the Ross Institute for Psychological Trauma. It is important to appreciate that differences do exist between internal locus of control and self-efficacy. Smith (1989) has argued that the Rotter scale to assess locus of control cannot be taken as a measure of self-efficacy, because "only a subset of items refer directly to the subject's capabilities" (Smith, p. 229). Smith noted, in his empirical study, that coping skills training led to increases in self-efficacy, but did not affect locus of control as measured by Rotter's (1966) scale. Summary, critique and the future Locus of control has generated much research in a variety of areas in psychology. The construct is applicable to fields such as educational psychology, health psychology or clinical psychology. There will probably continue to be debate about whether specific or more global measures of locus of control will prove to be more useful. Careful distinctions should also be made between locus of control (a concept linked with expectancies about the future) and attributional style (a concept linked with explanations for past outcomes), or between locus of control and concepts such as self-efficacy. The importance of locus of control as a topic in psychology is likely to remain quite central for many years

STATEMENT OF THE PROBLEM

Job Burnout comes into everything which involves people at work. Work systems, sports and leisure, health and safety all embody Burnout at one stage or the other. The ability of people to analyse the causes of Burnout, its consequences,which may be causing harm to their work. The Locus Of Control in social psychology refers to the extent to which individuals believe that they can control events that affect them. Understanding of the concept was developed by Julian B. Rotter in 1954, and has since become an important aspect of personality studies.of people may be Internal Or External, according to how they perceive. One's "locus" (Latin for "place" or "location") can either be Internal (meaning the person believes that they control their life) or External (meaning they believe that their environment, some higher power, or other people control their decisions and their life).Those with a high internal locus of control have better control of their behavior, tend to exhibit more political behaviors, and are more likely to attempt to influence other people than those with a high external (or low internal respectively) locus of control.

Thus Individuals should try to find the reason for their burnout at the workplace,whether it is due to Internal or External LOC. Then it becomes easy for the person to resolve the problem. Job Burnout affects the Performance of employees at the job. Their anxiety levels,health and attitude depend on their LOC. If the Burnout problem has been resolved,then it would definitely enhance the effectiveness with which work and other human activities are carried out and to maintain or enhance certain desirable human values in the process, health, safety, satisfaction etc., The aim is to optimize the human performance in a system perspective. It is concerned with both employees well-being as well as organization well-being. It aims to ensure that human needs for safe and efficient working are met in the design of work systems. This present study seeks to find out whether there is any significant relationship between Job Burnout and Locus of Control A Study on the Relationship between Job Burnout and Locus of Control of employees at Duroflex Private Limited, Alleppey

OBJECTIVES OF THE STUDY Primary: To find out the relationship between Job Burnout and Locus of Control among employees. Secondary: To study the level of Job Burnout. To study the level of Locus Of Control. To analyze the factors influencing Job Burnout. To analyze the factors influencing Locus Of Control.

SCOPE OF THE STUDY

The scope of the study is to understand and analyze the relation between Job burnout and Locus of control of employees of The Duroflex Private Limited, Alleppey .To find the causes and consequences of Burnout, and to find ways to overcome Burnout. The unhappiness and detachment burnout causes can threaten job performance adversely, relationships, and health. But burnout can be fought before it causes much harm.. If recognized the signs and symptoms of burnout in its early stages, simple stress management strategies may be enough to solve the problem. In the later stages of burnout, recovery may take more time and effort, but person can still regain balance by reassessing priorities, making time for oneself, and seeking support. Through effective ways burnout can be fought and lead to motivating employees to work better to help the employee to feel better and hence work better and consequently increase the productivity and morale of employees.

PERIOD OF STUDY

The study in The Duroflex Private Limited, Alleppey was conducted for a period of two months.

LIMITATIONS OF STUDY:
The main limitations of the project are: The period of study was limited. Hence data collected pertains only to a short period of time. There may be variations in the results over a period of time. The study was restricted to employees in Duroflex,Alleppey. The effect of Locus Of Control on various factors of Job Burnout in other companies and industries may vary. Information was collected through questionnaires and direct interaction. Hence there is chance of bias in both these methods as the freedom to interpret the information collected from the consumer lies with the enumerator. Fear of employees to fill in questionnaire. Actual perception of respondents may differ. The respondents answers may be subject to various influencing factors like peer evaluation, lack of interest and the likes of others.

Hypothesis to be tested :
H01 : There is no significant relationship between Locus Of Control and Job Burnout among the employees. HA1 : There is significant relationship between Locus Of Control and Job Burnout among the employees.

H02 : There is no significant relationship between Locus Of Control and Anxiety among the employees. HA2 : There is significant relationship between Locus Of Control and Anxiety among the employees.

H03 : There is no significant relationship between Location of company and Attitude among the employees. HA3 : There is significant relationship between Location of company and Attitude among the employees.

H04 : There is no significant relationship between Work Experience with the Organization and Attitude among the employees. HA4 : There is significant relationship Work Experience with the Organization and Attitude between among the employees. H05 : There is no significant relationship between Marital Status and Health of the employees. HA5 : There is significant relationship between Marital Status and Health of the employees.

MODEL OF THE RELATIONSHIP BETWEEN JOB BURNOUT AND LOCUS OF CONTROL

EXTERNAL

LOC

JOB BURNOUT

INTERNAL

CONSTANT

VARIBLES

CHAPTER II LITERATURE REVIEW

BURNOUT
Burnout is a state of physical, emotional and mental exhaustion caused by long-term exposure to demanding work situations. Burnout is the cumulative result of stress. Who's at risk of job burnout? More likely to have job burnout if: Identifies so strongly with work that lack a reasonable balance between work and personal life Tries to be everything to everyone

Job is monotonous Feel s have little or no control over work Work in a helping profession, such as health care, counseling, teaching or law enforcement

The important difference between stress and burnout is that the former can take a serious physical toll on the body. The latter is emotionally damaging. When an employee has job burnout his/her spirit will be overwhelmed with cynicism and negativity. The loss of hope, motivation and the feeling of being all dried up inside are unmistakable signs of job burnout. Work is not the only cause. Lifestyle can contribute to this condition as well as personality traits. It can be described as burning the candle at both ends and nobody is immune to job burnout regardless of the occupation. The difference between stress and burnout Burnout may be the result of unrelenting stress, but it isnt the same as too much stress. Stress, by and large, involves too much: too many pressures that demand too much of you physically and psychologically. Stressed people can still imagine, though, that if they can just get everything under control, theyll feel better. Burnout, on the other hand, is about not enough. Being burned out means feeling empty, devoid of motivation, and beyond caring. People experiencing burnout often dont see any hope of positive change in their situations. If excessive stress is like drowning in responsibilities, burnout is being all dried up. One other difference between stress and burnout: While youre usually aware of being under a lot of stress, you dont always notice burnout when it happens.

Stress vs. Burnout Stress Characterized by over engagement Emotions are over reactive Produces urgency and hyperactivity Loss of energy Leads to anxiety disorders Primary damage is physical May kill you prematurely Burnout Characterized by disengagement Emotions are blunted Produces helplessness and hopelessness Loss of motivation, ideals, and hope Leads to detachment and depression Primary damage is emotional May make life seem not worth living

Causes of burnout There are many causes of burnout. In many cases, burnout stems from the job. But anyone who feels overworked and undervalued is at risk for burnout from the hardworking office worker who hasnt had a vacation or a raise in two years to the frazzled stay-at-home mom struggling with the heavy responsibility of taking care of three kids, the housework, and her aging father. But burnout is not caused solely by stressful work or too many responsibilities. Other factors contribute to burnout, including your lifestyle and certain personality traits. What you do in your downtime and how you look at the world can play just as big of a role in causing burnout as work or home demands. What Factors at Work Cause Job Burnout?

When job requirements are not made clear and employees are expected to read minds. People might not notice that an employee is trying to do his/her job and fill the gaps left behind by colleagues who are no longer with the company. Having to put up with overly demanding and difficult co-workers. Working in a chaotic environment and realizing that people who have more political clout seem to work less. When bosses expect employees to be superhuman and complete enormous amounts of work, but with too little time and inadequate resources.

Symptoms of Job Burnout Intense frustration and unhappiness will eventually lead to anger. An employee may notice that his/her performance is declining and perhaps not. The person will not care either way. Getting along with bosses and/or colleagues will become increasingly difficult and burned out people will respond to the drain on their emotions with fits of hostility. When problems do arise the burned out worker will react with indifference, causing a complete mental and emotional shutdown. The syndrome then takes on a life of its own. Feelings of disappointment and futility will inevitably lead to depression. Subsequently the quality of work will drop and this will in turn create more disappointment and guilt. In desperation the person might search for a new job, but without addressing the problem first it will be a recipe for disaster. Who is Susceptible Hardest hit are service providers who often become cynical about their work and openly hostile to the very people are to serve. Other burnout-prone professions are those that involve life or death decisions; managers, team leaders, and others who work with people;. working under demanding time schedules; work that requires

exacting attention or repetitive detailed work; and work that is "politically incorrect". No one is immune from job burnout. Any person, in any profession, at any level can become a candidate for job burnout. Vicious Cycle The burnout takes on a life of its own. In desperation, the burnout victim may quit one job to seek another. But beginning a new job without first understanding the problem with the first job is a set-up for another disaster. It is easy to unwittingly get into another job with the same problems. Essentially, the new job picks up where the first one left off. Then the second job may promote burnout even more rapidly in the face of fewer frustrations. The burnout victim may once again seek another job, only to find a repeat performance and eventually become unable to work at all. Other Causes of burnout To understand the causes of burnout it helps to understand what sustains motivation. Just as the body needs vitamins and protein for optimal health, certain "nutrients" are also essential to sustain high motivation: (1) Rewards for good work, and (2) Feeling you can control things that influence you. These factors nourish motivation and help overcome burnout. Unclear Requirements When its not clear to workers how to succeed, its harder for them to be confident, enjoy their work, and feel theyre doing a good job. If the job description isnt explained clearly, if the requirements are constantly changing and hard to understand, or if expectations are otherwise unclear, workers are at higher risk of burnout.

Impossible Requirements Sometimes its just not possible to do a job as its explained. If a jobs responsibilities exceed the amount of time given to complete them properly, for example, its really not possible to do the job well. Workers will put in a lot of effort and never quite feel successful, which also leaves them at risk for burnout. High-Stress Times with No Down Times Many jobs and industries have crunch times, where workers must work longer hours and handle a more intense workload for a time. This can actually help people feel invigorated if the extra effort is recognized, appropriately compensated, and limited. It starts becoming problematic when crunch time occurs year-round and theres no time for workers to recover. Big Consequences for Failure People make mistakes; its part of being human. However, when there are dire consequences to the occasional mistake (like the risk of a lawsuit, for example), the overall work experience becomes much more stressful, and the risk of burnout goes up. (This is part of why nurses have such a high rate of burnout.)

Lack of Personal Control People tend to feel excited about what theyre doing when they are able to creatively decide what needs to be done and come up with ways of handling problems that arise. Generally speaking, workers who feel restricted and unable to exercise personal control over their environment and daily decisions tend to be at greater risk for burnout. Lack of Recognition Its difficult to work hard and never be recognized for ones accomplishments. Awards, public praise, bonuses and other tokens of appreciation and recognition of accomplishment go a long way in keeping morale high. Where accolades are scarce, burnout is a risk. Poor Communication Poor communication in a company can cause or exacerbate some of these problems, like unclear job expectations or little recognition. When an employee has a problem and cant properly discuss it with someone who is in a position to help, this can lead to feelings of low personal control. Insufficient Compensation Some occupations just are stressful, and its one of those things that you just accept along with the paycheckif the paycheck is sufficient. However, if demands are high and financial compensation is low, workers find themselves thinking, They dont pay me enough to deal with this! And the burnout risk goes up. Poor Leadership Company leadership can go a long way toward preventing or contributing to burnout. For example, depending on the leadership, employees can feel recognized for their achievements, supported when they have difficulties, valued, safe, etc. Or they can feel unappreciated, unrecognized, unfairly treated, not in control of their activities, insecure in their position, unsure of the requirements of their jobs, etc. Poor company leadership is one factor that can influence many othersmany of which can put an employee at risk for burnout. Lack of Rewards Rewards include praise, feelings of satisfaction, high self-esteem, raises, bonuses, promotions, fame, credibility, challenge, adventure, fun, and anything else that is positive . Negative rewards include avoiding criticism, alleviating loneliness, reducing debts, turning off fear, avoiding guilt, getting away from bad relationships, and avoiding anything else that find punitive and unpleasant. Feeling Powerless Must believe they are potent, that they have the power to influence what happens to us. they say "believe" because how one see the world exerts a significant impact upon one's susceptibility to burnout. Believing that they can't control what happens to them and feeling helpless is one of the most threatening human experiences. Any time they believe the world uncontrollable, they are in trouble.

Research suggests, for example, that Voodoo deaths may be caused because the victims believed they were helpless. Many concentration-camp prisoners seemed to have died of helplessness. They were told and believed that the environment - the guards - had total power over them. Based on his own experience, Bruno Bettleheim, a renowned psychologist who survived one of the worst Nazi death camps, says that it was when people gave up trying to influence what happened to them that they became "walking corpses." Learned Helplessness Psychologist Martin Seligman spent years studying the impact of "controllability" on people and animals. He demonstrated that experiencing uncontrollability tends to undermine motivation to learn in new situations. Burnout victims have learned that they can't control their respective worlds so they stop trying to do so, which handicaps their ability to adapt or learn in the future. In this way they become psychologically "crippled" and burnout becomes chronic. When people stop looking for ways to control their situations, they will stop finding them. Their own selfimposed "blindness" will keep them helpless. They will remain helpless because they feel helpless. Once a defeatist attitude is learned, it tends to cling tenaciously. Defeated people see only defeat, never success, and thereby remain defeated. Personal power Personal power, the capability to influence the world around you in the ways you desire, is the opposite of helplessness, which causes burnout. Personal power is empowering and combats burnout. Personal power is a feeling of I-Can-Do - a belief that they can act to control their work. While they have little control over other people, they do have control over themselves - something they tend to forget when they're feeling helpless. As they develop their capabilities, they gain a sense of mastery and control. The experience of mastery changes everything. Because striving for mastery focuses attention on areas in which they are skilled, a sense of confidence and being in command of themselves develops. Building personal power comes from developing your capabilities, their powers. It means learning how to get what they need. To the extent they are able to do this, they are powerful. Manage yourself Effective self-management requires knowledge and skill. You probably acquired your self-managing skills informally, from parents and teachers. Consequently, you may not manage yourself effectively. Properly done, self-management increases your personal power because you can create situations in which you can give yourself the rewards you need to sustain high motivation

Acknowledge yourself Even in unresponsive and hostile environments you have an inexhaustible source of powerful wins. You can give yourself acknowledgment and rewards. Unfortunately, few people know how to use these self-rewards. Most people engage in negative-talk, a powerful punitive means of self-control. On the other hand, surprisingly few use self-acknowledgment. Thus, for most of us this self-renewing source of power remains dormant. Instead, we remain dependent on acknowledgment from others. Manage stress It is important to know how your body and psyche function and which situations trigger your stress responses. This understanding can be used to raise and lower your tension level as needed. Personal power comes in knowing that, although you may not like the difficult situations, you CAN handle them. Such feelings enable you to rise to the occasion and to handle difficulties skillfully rather than by avoiding problem situations. Relaxation allows the body to repair, rest, and prepare for optimal functioning and to plug into "Remembered Wellness." With practice anyone can learn to use relaxation to control stress. Personal power increases when you can relax at will. For example, when faced with a crisis situation, if you can keep activation within the optimal range for peak functioning you will remain alert and have all your resources to draw on to deal with the situation. Confidence grows because you know you can remain cool regardless of provocation. You feel in command instead of helpless. Build a support system A strong social support system made up of family, friends and co-workers can help buffer you against the negative effects of stress. People with strong social support systems tend to be healthier and live longer. It's vitally important that you take active measures to build and maintain your support system. Cultivate Allies Allies can help you get your job done. Co-workers can help - or hinder - your accomplishing your objectives. When you have allies who you can count on to help you get things done, you feel more in control - even in very difficult situations. Your personal power grows because you can call on certain people to effect certain change. Develop skills Inevitably, you will encounter situations requiring skills you've not yet developed. Personal power comes from knowing how to arrange learning situations for yourself. When you know how to acquire the skills you need, you'll have confidence to tackle new challenges and handle the unexpected. Stretch Although objectives should be small steps, they should be big enough to make you stretch. Think of yoga as an example. When doing yoga you position your body in a particular posture and then slowly s t r e t c h the

muscles you are exercising. Similarly, the series of small step objectives should slowly stretch your abilities. Don't worry about the steps being too small. No step is too small as long as there is some stretch and some movement. Remember the inertia principle: A body in motion will tend to stay in motion. Use small steps to keep yourself in motion toward your goal. Modify your job Almost every job has some leeway for tailoring it to better fit your work style. The ability to mesh a job to your style increases feelings of potency and enjoyment of work. Alter Job Focus Few jobs are clearly defined. Take advantage of its ambiguity and shape the job according to what you enjoy doing and what best capitalizes on your skills and interests. First, look around for needs and ways you can provide a service. When you see a problem within your department, write it down, mull it over, and consider how you can convert it into an opportunity. Always focus on this question: "How can I provide a service?" Simultaneously review all of your activities. There must be some you enjoy more than others. Expand Your Job Expand those parts of your job you enjoy most. When you discover a service you can provide by engaging in an activity you enjoy, move on it! And make what you do visible. Be alert to ways of highlighting the needs you fill. In this way you can mold the job into one that is more interesting. It will evolve with you, and you'll receive more acknowledgment for your efforts because you have pointed them out. . Change jobs Sometimes the best solution is to change jobs. Too often, however, burnout victims quit an unsatisfactory job without analyzing the source of dissatisfaction or exploring what is needed, and grab the next job that comes along. Sometimes the new job is as bad as, or even worse, than the old one. Personal power comes in knowing what you need in a job and how to go out and get it. Use Your Imagination Don't limit yourself. Consider every way you can imagine to achieve what you want. Look at what skills you have and then make your plan. When you have made a plan and have determined your path it's time to go to work. Work as hard as you would for "the company." Many people will go all out for a job, yet when it comes to themselves and their own goals, they work half-heartedly. You owe it to yourself to give it your best shot. Chances are you'll hit the bull's eye. The hard part is not the reaching, but the deciding what the goal is. All that is required to get where you want to go is hard work and determination. Remember this: You could be working just as hard for something you don't want, and don't even like.

Reprogram your thoughts Sometimes your emotions may seem out of your control. If so, you may be a victim of runaway thinking and not knowing how to curb your thoughts, you respond to every red flag waved before you. Personal power comes in knowing how to empty your mind of negative chatter so that you can focus on the moment and the challenges at hand. It's through the constant chatter of words that you carry frustrations from work home with you. Use Potent Language If you study them you'll discover that most worrying and negative thinking makes you feel helpless. This is why I call it HELPLESS THINKING. If you engage in a lot of helpless thinking you will soon believe what you are saying to yourself and will become particularly susceptible to burnout. In fact, it is a vicious cycle because as people fall victim to burnout they tend to engage in more and more helpless thinking, which accelerates the process. When you keep telling yourself that you are helpless it makes it very difficult to turn around the situation and beat job burnout. Consequently, it is vitally important to tune into your thinking and take corrective action if you hear yourself thinking in helpless ways. What you need to do is to substitute a helpful thought for the helpless one. For example, berating yourself for thinking, "Oh, I blew it!" is guaranteed to result in stress. In contrast, you will experience a greater sense of control - personal power - if you think, "I made a mistake, but I can learn from my mistakes." Both thoughts are "accurate" descriptions, but the first one is a helpless thought that generates feelings of helplessness while the second way of thinking is powerful because it focuses on what you can do.

Develop detached concern Detached concern is a higher-order level of mental control in which personal power is gained by letting go. This is particularly important for those who work with people having serious or even impossible problems. It is the attachment to your notions of how things ought to be than can imprison you and make you feel helpless. As with the Chinese finger puzzle, it's only when you stop pulling and instead push your fingers further into the holder that you can break loose. Laugh a Lot When you catch yourself taking things too seriously, laugh. Think of the "cosmic chuckle" and of the absurdity

of it all. Satirize your distress. Imagine yourself in a Charlie Chaplin script. Pretend you are a stand-up comedian and that the disastrous situation is material for your next gig. As a discipline, practice finding humor in disaster. You'll save your sanity, your health, and your perspective.

Research Papers and Articles

In order to gain an outlook about the present study, the researcher had gone through other similar studies on Job Burnout and ho Locus of Control affects Job Burnout, which affects the Employee Performance. Twelve articles on Job Burnout and ho Locus of Control affects Job Burnout had been analyzed before beginning the present study.

CHAPTER III INDUSTRY PROFILE

1) INDUSTRIAL PROFILE 1.2 GLOBAL MATTRESS INDUSTRY

2.1.1

MATTRESS In the Longmans Dictionary of contemporary English the word mattress is described as follows: top part of a bed consisting of a strong cloth cover filled with solid soft material. But a more general and clear definition for mattress is: Products providing a surface to sleep or rest upon that are fit for use by human beings for a long period of time, consisting of a strong cloth cover filled with materials and that can be placed on an existing support bed structure. According to the definition of mattress, the following three elements are included: It can be placed on a bed (removable/replaceable) It is fit for resting and sleeping upon It has a lifetime of several years A mattress is a large pad that supports the reclining body, used as or on a bed. It usually consists of a heavy cloth case that is filled with air, straw, cotton, foam rubber, etc, and sometimes has a core of metal springs. The word mattress is derived from Arabic words meaning to throw and place where something is thrown or mat, cushion. Historically, mattresses have been filled with a variety of natural materials, including straw and feathers. Modern mattresses usually contain either an inner spring core or materials such as latex, visco-elastic or other polyurethane-type foams. Mattresses may

also be filled with air or water or a variety of natural fibres, such as in futons. Most mattresses have a thickness from six to eighteen inches.

2.1.2

HISTORY OF MATTRESS NEOLITHIC PERIOD: The mattress and bed are invented. The first mattress probably consists of a pile of leaves, grass, or possibly straw with animal skins over it. 3600 B.C: Beds made of goatskins filled with water are used in Persia. 200 B.C: Mattresses in Ancient Rome consist of bags of cloth stuffed with reeds, hay, or wool; the wealthy use feather stuffing. 15TH CENTURY: During the Renaissance, mattresses are made of pea shucks, straw or sometimes feathers, stuffed in to coarse ticks, and covered with velvets or silks. EARLY 18TH CENTURY: Mattresses are stuffed with cotton or wool. MID 18TH CENTURY: Mattress covers begin to be made of quality linen or cotton. 1930S: inner spring mattresses and upholstered foundations become widely used, and artificial fillers become common. 1950S: Foam rubber mattresses and pillows are available for purchase.

2.1.3

GENERAL COMPOSITION OF MATTRESS In general a mattress consists of the following parts: THE CORE: The core provides for the support of the mattress. The main materials which are being used as core are steel springs, polyether foam and latex foam. According to a mattress test horse hair and coconut fiber are also used as core materials, e.g. for baby mattresses. THE SHELL / PADDING: The shell or padding consists of a layer around the core. The purpose of this shell is to equalize the pressure on the human body. All mattresses with a spring interior and some of the mattresses with other core materials contain a shell. Often mattress shells are composite structures. The materials mainly used are: Polyether foam (polyurethane or PUR foam) Latex foam

 Horse hair and camel hair (both sometimes rubberized) Coconut fibers (sometimes rubberized) Polyester (PET or Poly-ethylene-terephthalate) Cotton Wool Linen Felt Jute Cisal The production method of the shell depends of course on the materials used. In general the materials used are glued and/or sewed to each other and on the core. Also staples are being used to fix the materials together. TICK / TICKING: The outer cover of the mattress is called the tick or ticking. It provides a comfortable top layer. The main woven materials used for the tick of mattresses are: Cotton Polyester (PET or Poly-ethylene-terephthalate) Silk Polypropylene Nylon (polyamide) Wool Viscose According to a tick manufacturer, ticks based on polyester are mainly used in the Southern European countries, whereas in the Northern European countries cotton based ticks are preferred. The tick can be fixed to the mattress by means of stitching or by tapes running through the mattress (tufting). Sometimes the tick is not fixed, but can be removed from the mattress by the customer. 2.1.4 USES OF MATTRESS Generally speaking the function of a mattress is to provide a comfortable surface to rest or sleep upon. This function can basically be fulfilled by different products, ranging from straw beach mats to very soft mattresses. There are mainly two types of customers for mattresses. They are: Institutional Customers (Hospitals, Hotels, Railway, Army, Recreational Institutions, etc.)

 Private Customers (Private Individuals) Institutional consumers are not very likely to buy their mattresses in shops in contrary to private consumers; they usually get them from wholesalers or directly from the producers. The mattresses bought by institutional consumers often serve specific purposes. These special purpose products are not fully competing with mattresses for private consumers. For mattresses for institutional use, extra requirements often apply as compared to mattresses for household use. So there seem to be two relevant differences between private and institutional consumers that have their effect on what can be considered competing products: Functional requirements; Distribution system/availability; Specific consumer demands have resulted in different types of mattresses that are available in the shops. Such specific consumer demands may include for example: Size Price Conformity (sufficient and overall support of all parts of the body) Durability (expected life time) Damp permeability Firmness/softness Insulation value of the mattress (some people like a warm mattress or a mattress with a winter and summer side) Adjustability (suitable for an adjustable bed) Fire resistance Absence of odor (some mattresses smell, even after having been used for some time) 2.1.5 MATTRESS INDUSTRY ACROSS THE GLOBE The world market for mattresses is heavily dominated by North America and Europe. Replacement sales make up the largest chunk of the total new mattress sales. The mattress industry has literally been on a high since the past 5-6 years at least, with the wholesale market recording a momentous growth of about 42% from the year 2000. The mattress industry has metamorphosed over the years from a dull, predictable and slow growth market into an aggressive, dynamic and lucrative marketplace. The profit margins and levels of competition are extremely high and there is no stopping the furious pace at which the market is expanding. There is a spectacular show of strength with mattress manufacturers, retailers and even consumers joining together in unison to create bedding history. Never before was the mattress industry

so active and buzzing with activity, where the traditional and slow growth segments are being eased out by the faster moving markets. Today, there is something for everyone and literally so, with generalpurpose and specialized products; high priced/luxury bedding and economical products all flooding the marketplace. Global mattresses market is projected to cross $27 billion by 2015. The United States represents the largest market for mattresses. Asia-Pacific represents the fastest growing mattresses market, exhibiting double-digit compounded annual growth over the period 2006-2015. Traditional innerspring mattresses market represents the largest product segment. Non-innerspring (specialty) mattresses market, outsmarting the traditional market in terms of growth, is projected to register a steady growth over the period 2006-2015. Decline in sales of fashion comforters and sluggish growth in duvet covers and quilts segments obstructed the growth of the overall mattress market in 2007, while bedding sets, coverlets, and bedspreads remained strong in the total market. However, economic uncertainty, coupled with price volatility prevailing in the energy market, is expected to slash down the sales of mattress market, worldwide. Though the market is projected to rebound after the waves of uncertainty move back, the recoil is forecast to take place only after 2009 and at a sluggish rate. Mattress retailers are compelled to stick on to their basic business and prop up promotion. Delay of replacement cycle and restricted purchases are expected to plunge down the sales. One of the important trends sweeping across the mattresses market is the growing demand for full-sized beds for children. For decades, twin sized mattresses were considered the normal choice for parents with small children. But now the full sized mattresses are being looked upon as long-term bedding investment. Parents seem reluctant to bear the cost of replacing smaller sized mattresses when the children outgrow them. The trend is expected to boost the sales of the full-sized mattress, which had witnessed eroding market share in the past.

2.1.6

MAJOR CONSUMERS OF MATTRESSES

HOTELS: 11 MILLION 3%

HOSPITALS: 3.5 MILLION 1%

ARMY, PRISON, TRAIN, ETC.: 5 MILLION 1%

PRIVATE HOUSEHOLDS: 354 MILLION 95%

2.1.7

DIFFERENT TYPES OF MATTRESSES categories of mattresses available in the market:

Table: 1

Figure: 1

Various types of mattresses are available in the market. Here are some of the most common

S L. NO. 1 2 3

MATTRESS TYPE PU Foam Latex Rubber Spring Mattress

ADVANTAGES Soft, Very Light, Foldable Not as soft as foam, Comfortable No sagging, Long life, Supports the back Firm, Reasonably priced Cheap, Foldable, Any size possible

DISADVANTAGES Hot, Expensive, Tendency to sag Expensive Very expensive, Could get noisy as the mattress ages Tendency to sag, Not foldable Forms lumps and hence not uniform

4 5

Rubberized Coir Cotton Mattress

2.1.8

ENVIRONMENTAL IMPACTS Emission of Green House Gases, especially carbon dioxide is by far the most important. It is emitted from the combustion of fuels during the production processes and transport. The use of toxic additives like activators (mostly stearic acid), fillers, anti oxidants, accelerators (for vulcanization) is the next important one. Some of these additives may be toxic, e.g. organometallic compounds. Other additives may form toxic compounds, e.g. nitrosamines or carbon disulphide. These may be emitted from the mattress during use. A combination of humidity and elevated temperature (> 40C) may cause carbon disulphide emission from latex foam. It is however not clear whether carbon disulphide emission during use of the mattress is a relevant aspect. In the production of natural latex also formaldehyde and/or pentachlorophenol, both toxic compounds, may be used. Because normally the latex foam is washed with water, part of the additives which have not been bonded chemically during the foaming, will be washed out. This may lead to emissions of toxic compounds to the aquatic environment. Finally toxic additives may be emitted from the mattress during disposal. Solid waste produced at the time of extraction of coir is another important one. Only a small proportion of the husks are utilized for making coir fiber for doormats, mattresses, etc. The other part of the husks is either left under the tree to decompose or - if the husks are removed in a central location - placed on a large pile of husks (solid waste).

2.2 2.2.1 THE MARKET

INDIAN MATTRESS INDUSTRY

In India, rubberized coir mattresses are bought mainly by the high income group, i.e., the households with income above Rs.15, 000 constituting 35 per cent of the customers. The highest number of users for this product was in the South, followed by West, East, and North. The penetration of PU foam and spring mattresses was observed more in the North followed by West, East, and South. 2.2.2 CUSTOMERS BUYING BEHAVIOR Based on a study conducted by TSG, a market research agency, in Mumbai, Bangalore, Indore, Coimbatore, Calcutta, Cochin, and Delhi on 200 sample households with a family income above Rs. 15,000 per month, it was found that most of the households purchased a mattress once in 3-6 years. The future purchase preferences of the households among the various product categories are shown below.
Table: 2

STATUS

COTTON MATTRES
S

RUBBERIZE D COIR 90 120

Ownership 80 Preference for Next 30 Purchase *No. of households totaling 200.

FULL PU FOAM 20 30

SPRING MATTRESS 10 20

The largest purchasers of rubberized coir mattresses are households with husband and wife in the age group of 35-45 followed by 25- 35, 45-55, and 55 and above. The most important reasons for the purchase of a mattress are: Marriage of son/daughter Need for replacing the old, damaged mattress Addition to the family in the form of child birth or Parents coming to stay Increased health concerns
Table: 3

RAN
K

OLD ONE DAMAGE

D

ADDITION TO THE FAMILY

SON/DAUGHTE R GETTING MARRIED

HEALTH CONCER
N

ANY OTHER REASON

1 85 25 50 30 10 2 40 20 70 45 25 3 30 25 45 65 35 4 35 75 25 35 30 5 10 55 10 25 100 The numbers in the table show the number of households expressing preference The buyers gather information on the mattress through advertisements as well as consultation with mattress dealers, friends, and relatives in that order of importance in addition to their knowledge of the product. Advertisements are considered a very important source of information. The dealers also influence the purchase by providing sufficient data for evaluation. The buyers used to seek data on various factors about the product as well as the promotion schemes before purchase. The decision to purchase is usually made by the lady of the household while the purchasing is done by both the husband and the wife. The three most preferred sub-levels under each factor used for evaluation by buyers in the purchase of a mattress are:
Table: 4

FACTOR Price (Rs.) Thickness Density (Kg/M3) Color of Tapestry Design on Mattress

PREFERRED SUB-LEVEL 1,500 - 2,500 - 4,500 3, 4, 5 20, 30, 60 Blue, Green, Yellow Plain, Flowers, Line Designs Measurement 72X30, 72X42, 75X60 Foam (%) 10,20,30 The decision to purchase a particular model was the result of the utility that the buyer perceived in combination with the factor sub-levels existing in the brand. The selection of the brands by most of the households is done by evaluating 2-3 brands on the parameters like price, softness, thickness, tapestry design, brand name, weight, promotion scheme etc. and after visiting 2-3 retail outlets. However, there were strong regional brands in most of the markets. Some of the popular brands in these markets were Kurlon, Duroflex, Bedsy, Centuary, Restolex, Starlite, Aaram, Coiron, Rilaxon, Sulfex, Sunidra and Rubco. 2.2.3 MARKET SHARE AND BRAND EVALUATION The Indian mattress industry is a Rs. 27.50 billion market where 73 per cent belongs to the established cotton mattress. The rubberized coir mattress industry is worth Rs.5.50 billion with the

branded rubberized coir market worth Rs.3.70 billion. Kurlon is a leading player in the country with 25 per cent market share in the rubberized coir mattress followed by Duroflex, Starlite, Centuary, and Aaram. Duroflex has a market share of 16 per cent followed by Starlite with a market share of 11 per cent and Centuary with a market share of 9 per cent. While all the three brands have a national presence, Aaram with a market share of 7 per cent has a strong presence in Delhi and North India. Rilaxon is strong in the East. Restolex and Bedsy have a strong base in Karnataka while Coiron and Sulfex are popular brands in Kerala and Tamil Nadu. Most of these brands showed a sales growth of 5-15 per cent during the last two years. In addition to the ten popular brands, there are a host of regional and local players both in the branded and unbranded category. Full PU foam and spring mattress also had growing markets with 5 per cent and 1 per cent market share respectively. The two major players in the PU foam mattress market are Sleepwell and MM foam. Springwel is a big player in the spring mattress segment.

Table: 5

BRANDS

PRIC
E

SOFTNES
S

THICKNES
S

TAPESTR Y DESIGN

BRAN
D

WEIGH
T

SALES PROMO
TION

NAME

SCHEM
ES

Duroflex Bedsy

7.4 8.2

7.8 6.8

8.2 6.9 7.7 7.9 6.7 7.8 8.1 5.4 5.2 7.5 parameters on

8.1 8.2 7.5 6.6 7.8 8.3 5.9 5.4 5.5 7.9 a scale of 1-10

7.9 6.8 7.6 7.8 5.8 6.4 5.7 4.9 4.7 8.9 with being

8.2 7.8

8.3 7.8

Century 7.5 6.7 Restolex 7.6 7.9 Starlite 6.6 7.9 Aaram 6.4 8.2 Coiron 7.3 5.9 Relaxon 6.8 6.8 Sulfex 6.5 5.6 Kurlon 6.7 7.7 These brands are evaluated on the

7.5 8.2 6.8 9.0 7.7 8.4 7.6 8.1 6.4 6.9 6.3 7.2 5.8 7.6 6.9 6.9 5 poor and 10 being very good.

These are the average scores of the 200 respondents.

CHAPTER IV COMPANY PROFILE

2) 2.2 2.2.1 3.1.2 3.1.3 ABOUT THE COMPANY:

CORPORATE

COMPANY PROFILE

LOGO

The word Duroflex comes from the concatenation of two words durable and flexible. CORPORATE PUNCH LINE Bring romantic in you CORPORATE VISION 3.1.4 Market returns and customer complaints together not to exceed 0.4% of the sales. On-time delivery to distributors / dealers as per commitments. Continual improvement in product and quality control processes with to reduce costs. Accidents free work by exercising established safety practices. CORPORATE MISSION Our quality philosophy is to provide rubberized coir products of high quality and reliability at optimum cost, meeting customers implied specifications and regulatory and statutory requirements by

application of pro-active approach to get things right the first time. We shall continually strive for excellence by up gradation of skills of workmen through training, continuous up gradation of facilities and application of state-of-the-art technologies. 3.1.5 CORPORATE OBJECTIVES The major objectives of the company are: To attain the major market share. To offer high quality products for the customers. Ensure cost effective products. To create satisfied customers. Be a major part of the socio-economic development of the society. Create good relations with the dealers as well as the customers.

3.1.6

CORPORATE VALUES The major corporate value includes: Todays tasks today complete. Quality is never an accident. It is the result of intelligent efforts. There must be a will to produce a superior thing. Prevention is better than cure. One hour today is worth two tomorrow. Quality is a team effort. Customer is our next inspector. Meet target on time. Safety needs your help to grow. ISO 9001 is: Say what you do Do what you say Record that you have done it

3.1.7

HISTORY Duroflex is one of the leading manufacturers of rubberized coir mattress in India. The rubberized fiber industry originated in Europe about 40 years ago with rubberized horsehair and rubberized hog hair. This was later on adapted to coir fiber. The company started in 1963 by late Mr. P.C Mathew, as a small manufacturing plant along the quiet canal at Alleppey, Kerala. It was a partnership firm. In 1981 the company registered as a private company. Subsequently in 1982, the manufacturing operations of Rubrofibre Private Limited were bifurcated and Duroflex Coir Industries took over the operations and management of the factory.

3.1.8

DUROFLEX GROUP PROFILE Duroflex group of companies are: 1) Duroflex Private Limited 2) CocoLatex Private Limited 3) Alleppey Latex 4) Unisun Technologies Private Limited

3.1.8.1

DUROFLEX PRIVATE LIMITED Duroflex Private Limited began as a small plant in Alleppey; Kerala is now a leading Indian and international brand. Over the years, Duroflex has evolved from a mattress manufacturing plant to a sleep products company with a wide range that includes pillows, cushions, spring mattresses, polyurethane foam and high-tech comfort systems with products used extensively in homes and in the hospitality and healthcare industries. A member of the International Sleep Products Association (ISPA), Duroflex had 8 factories across Kerala, Tamil Nadu and Andhra Pradesh which are ISO 9001:2000 certified by the American Quality Association (AQA). Duroflex has 60 stockists and over 3000 distributors across India.

3.1.8.2

COCOLATEX PRIVATE LIMITED An export-oriented unit and a group company, CocoLatex specializes in 100% natural and ecofriendly mattresses. Manufactured strictly from 100% natural rubber and natural coconut fiber, CocoLatex products are in great demand in the environment-conscious markets of Europe. Made to exacting 5852:1990 specifications, some of these products are made with 100% natural expandable graphite and are fire-retardant. CocoLatexs manufacturing and R&D centers are located in Kerala for easy access to the natural ingredients. CocoLatexs own manufacturing facilities at Munnilave, Palai are where the latex foam products are manufactured. CocoLatex is one of the largest exporters of mattresses from India. CocoLatex products are certified by ECO Institute, Germany, LGA, Germany, Oeiko Tex Standard 100, Germany and SATRA, UK.

3.1.8.3

ALLEPPEY LATEX Established in 1994, Alleppey Latex is a group concern and deals with centrifuged latex production. Alleppey Latex sources natural latex from its own organic plantations as well as others and has its Crumb Rubber factory at Palai. A major share of the production of Alleppey Latex is consumed by Duroflex and CocoLatex. Centrifuged latex is the raw material for the manufacture of rubber based products like foam rubber, elastic thread, balloons etc. Alleppey Latex is also in the process of putting up a natural rubber gloves factory at Palai to cater to both the domestic and international markets. Plans are also afoot to export processed latex. Alleppey Latex is in the process of obtaining Organic Certification by one of Germanys leading certifying organizations.

3.1.8.4

UNISUN TECHNOLOGIES PRIVATE LIMITED Unisun Technologies, a Duroflex group concern, strives to promote technically and commercially viable clean energy products and services worldwide. Founded in 2000, Unisun has the potential to become a lead player in the group tomorrow. Unisun has a range of products across the Solar (Thermal and Photovoltaic), Bio-fuel, Bio-mass, Waste-to-energy, and Small Hydro and Wind Energy spectrum. Based in Bangalore, Unisun has clients in the domestic, corporate and industrial segments. Towards furthering the need to concentrate on sustainable energy sources, Unisun has also organized two international events in Bangalore with participants from India and abroad.

3.1.9

BUSINESS OVERVIEW Duroflex has today 3 manufacturing units in Alleppey, Hosur (Tamil Nadu) and Hyderabad and an extensive marketing organization with company sales office and 1500 stockists all over India. The main product of the company is rubberized coir mattress, which are bought by domestic households, hospitals and bulk users. The company also manufactures industrial products of rubberized coir for packaging air filtration, bus and railway seats and carpet underlay. The company is engaged in export of its products to Europe, Middle-East and Far-East through its sister company CocoLatex Private Limited. Duroflex rubberized coir is manufactured using eco-friendly materials coconut fibre and 100 percent natural rubber latex form. The raw materials the Duroflex uses are 100% natural and environment friendly. In the growing, processing, and production processes no harmful substances are used or released. Duroflex has always adopted methods that encourage minimal waste with maximum recycling. Duroflex products are known for consistent and standard quality and the company gives priority to apply strict quality control in its operations. These are applied to procurement and processing

of raw materials, manufacturing of finished products and testing them to rigorous standards. Company is primarily engaged in manufacturing and marketing of mattress to the consumers. Company also gives importance to product and process development, development of plant and machinery, engineering and introduction of new products. As a pioneer in the manufacture of mattresses, rubberized coir and foam Duroflex has always sought to maintain leadership. Research and development at Duroflex have continuously come up with newer processes and machines that enhance production, productivity and quality at all stages- a technological edge that remains always on Duroflex shop floors. Fully automatic rubberized coir plant with all accessories, Auto weight check, Auto vulcanizing, Clothing cutting, Tape edge, numerically controlled auto packing, Automatic batch PUF plant, Transversal cutter, Peeling machine and Cloth winder. Duroflex is the largest exporter of sleep and comfort products from India. Through its export wings Coco Latex Exports Pvt. Ltd. is the largest Indian exporter of sleep and comfort products. Duroflexs modern manufacturing unit and R&D centres are continuously translating the market demand into products that are used extensively in the comfort products industry world wide. Company is engaged in export of its products to Europe, Middle-East and Far-East through its subsidiary company Duroflex Exports Private Limited. To survive competition in the customer driven market, Duroflex Private Limited, Hosur has established a quality management system at Hyderabad and Alleppey units. The objective of the company is to supply rubberized coir products, which meet the ever-increasing demands of the customers at competitive prices by continued process improvement and by the application of State-of-the-art-technologies. In tune with the market and ever growing needs of its customers, Duroflex is constantly developing new products that offer a greener option to the world. 3.1.10 MANAGEMENT OF DUROFLEX PRIVATE LIMITED The company is a private firm within the meaning of section 3 (1) (iii) of the Companys Act 1956 and accordingly: No invitation is issued to the public to subscribe for any share in or debentures of the company. The number of members of the company (exclusive of the persons who are in the company and of the persons who were the members of the company while in the employment and have continued to be the members after ceasing to be in the employment of the company) is limited to fifty provided that when two or more persons jointly hold more that one shares of the company they are treated as single member. 3.1.11 DUTIES AND POWERS OF BOARD OF DIRECTORS

Unless and the company in general meeting otherwise decides, the number of directors is not to be less than two and more than ten. The board of directors of the Duroflex Private Limited is the family members itself. Currently the boards of directors of the company constitute eight members. The board of directors has power to appoint any one or more persons as special or technical or commercial or executive director or directors for such time and on such terms as they determine. The board may subject to the provisions of the act delegates any of its body as it thinks fit and any committee so formed can in the exercise of the powers so delegated confirm to any regulations that may form time to time be imposed upon it or them by the board. The board of directors has the power to co-operate one or more persons to be the director so that the number is not to exceed ten. The board has the power to appoint alternate directors in the manner mentioned in section 313 of the act. Subject to the provisions of the section 314 of the act, with regard to an office of place of profit a director may hold any other office under the company, except that of an Auditor, in co- junction with the office of directors on such terms as to remuneration and otherwise as the board of directors may arrange. Subject to the provisions of the Act, the director may from time to time raise or borrow any sum of money for and on behalf of the company from the members or other persons, companies, any financial institution or banks, or any of the directors may himself advance money to the company on such interest as may be approved bi the directors. The board may delegate such borrowing power to any one or more of the directors including the managing director. Subject to the compliance with section 297 of the Act, a director or his relative, a firm in which such director or relative is a partner, any other partner in such firms or private company of which the director is a member or the director is capable of entering into any contract with the company for the sale purchase or supply of any goods, material or services or underwriting the companys shares or debentures.

3.1.12

ACHIEVEMENTS Duroflex is an ISO-9001:2000 certified company. This certification has been administered for Duroflex by the American Quality Assessors (AQA). Duroflex Private Limited is also a member of the International Sleep Products Association (ISPA) and therefore updated on the latest developments in quality and technology in the category. Duroflex Private Limited is the only mattress manufacturer in India to win the coveted ISO 9002 certification. The Company exports its products to over 25 Countries with 45 years of rich experience.

3.1.13

CORPORATE ADDRESS

1) Duroflex Private Limited Registered Head Office and Factory-1 P.B.No.3808 Chungom, Alleppey 688010

2) Duroflex Private Limited Vazhathopu Building Chungom Alleppey - 688 011

2) Duroflex Private Limited No. 7, First Floor Kodava Samaja Building First Main, Vasanthnagar Bangalore - 560 052, India. 3.15 CORPORATE WEBSITE The Corporate Website is www.duroflexindia.in TYPES OF PRODUCTS Duroflex mattress is the main product of Duroflex Private Limited. Some other items in the product range includes: Duroflex pillows Duroflex cushions Duroflex bed sheets Duroflex mattress Duroflex pillow covers PRODUCT PROFILE Duroflex Private Limited deals with various kinds of sleep comforts, in which mattress is the main product that they comply with. Company is manufacturing different kinds of mattress in different verities. Their products are highly durable and its price is affordable to all classes of people. The quality of their product is the main reason for their recognition and good will that they possess all over India and also abroad. Following are the range of mattress available for Duroflex: 1) DUROFLEX RUBBERIZED COIR MATTRESS Rubberized Coir Mattress is a combination of natural materials like coconut fibre and rubber. The combination creates a sheet that provides natural comfort, firm support, allows for air circulation and is non-absorbent. The various varieties include:

 Duro Foam Dream On Premium Special Kwilt Special Bliss Crown Regular Crown Ortho Golden Plus Bodyline Seasons 2) DUROFLEX SPRING MATTRESS Spring Mattress, across the world, is now synonymous with luxury. It is to cater to this customer who demands greater comfort that Duroflex manufactures Springtek, its range of high end spring mattress. Springtek mattresses are manufactured with the very latest technology available today. Specially important springs of German technologies and the very latest Italian CNC quilting machines bring you the best spring mattresses available in India today. The various varieties are: Bonnel Spring Pocketed Spring 3) DUROFLEX POLYURETHANE FOAM The DuroGold PUF range of products offers pure flexible PUF, which ensures that the product retains its shape and provides comfort and support for years, unlike regular foam. Machines are specially designed to meet specific customer requirements. CNC-based high-precession cutting machines also enable the cutting of foam blocks into diverse shapes and sizes to manufacture high quality molded pillows and other PU products. The different types are: LD(9.5D-10D) 13D, 16D & 18D 18SS & 20SS 23D & 28D 32D & 40D 4) DUROFLEX PILLOWS AND CUSHIONS Duroflex offer comfortable and healthy range of pillows and cushions. The pillow needs to be designed scientifically as it needs to provide the right cushioning for your head and neck. It is essential that your pillow holds your neck and spine in a neutral position. The different varieties:

 Dimple Sensus Flexi Puf Dream On Pillow Rubberised. Coir.Pillow Duro Pillow Supersoft Bolstr Eco Pillow Settee Comfy Puf Elegant Supersoft Cushions The company is also producing and exporting the following items also. 5) RUBBERIZED COIR SHEETS It is made from coir and natural rubber latex blended with anti oxidants for long life.
Table: 6

Density Thickness (mm) Size (mm) Application

60 to 150 g/m3 20 to 200 2000 (L) * 2000 (B) Fully made up mattresses Sheets and pads for mattresses Furniture Carpet underlay Filters

6) LATEX FOAM PILLOWS

These are pillows made with 100% natural rubber. 7) FULLY MADE-UP MATTRESSES European technology meets Indian coir to give the world the finest in sleep products. Export brands: Bodyline, Quilt, coir and spring, Sandwich Combo, Comfortek. Other brands are Bliss, Crown, Seasons, Premium SDL, and Standard DM. 8) CURLED COIR The spring fiber made from curling of raw coir.

CHAPTER V RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
Research methodology is a system of models, procedures and techniques used to find the result of a research problem. This study was based on descriptive research, which is aimed at describing the characteristics associated with the subject population. A descriptive research is one which describes, records, analyses and interprets the conditions that exist. It also discovers relationship between existing variables. RESEARCH DESIGN Research design is the framework or blue print for collecting the information needed for the project in the best possible way. The research design used in this study is descriptive research design. DATA COLLECTION DESIGN The study requires data from both primary and secondary sources. PRIMARY SOURCES The primary data pertaining to the study was compiled through questionnaire and discussions with employees. SECONDARY SOURCES Secondary data were collected from: Official site of the company, official records, annual report, department manual. DATA COLLECTION METHOD Tool of Data Collection: Data was collected with the help of questionnaire and interacting with them. But this questionnaire was filled along with the interview schedule. In which, every respondents were asked the questions and answers were noted and if required explanation was also get from the respondents to reach to the reasons. This tool was selected, due to following reasons. To safe guard against non-return of the data sheet. To ensure that data is compeletely filled in the data sheet. To establish rapport in order to elicit correct response and to clarify the issues.

SAMPING PLAN SAMPLING UNIT The study was undertaken at THE DUROFLEX PRIVATE LIMITED, ALLEPPEY . SAMPLE SIZE The sample size for this study is 50 employees which were nearly 33% of the total population. Selected 23 Staff, 14 Supervisor, 13 Executives. The total number of employees is around 150. All the population of company is a sample. But only 50 employees were selected to conduct the study. These people were from different age group, different gender, different hierarchy level and having different years of experience in the organization. SAMPLING PROCEDURE The population consists of all the employees of THE DUROFLEX PRIVATE LIMITED, ALLEPPEY . Researcher collected details of the employees who work on day shift of a particular day. Then samples are selected using lottery method. TOOLS Regression Annova Percentage Analysis 4.The design of the study: Research design can be considered as the structure of research -- it is the "glue" that holds all of the elements in a research project. The research can be exploratory and descriptive or causal in nature. This study involves collection of data from people through various data collection methods for analysis and interpretation. Hence the study has made use of descriptive research. Descriptive research studies are those studies, which are concerned with describing the characteristics of a particular individual, or of a group. a) Methods of Data Collection The study was done based on the collection of primary data and secondary data. Primary Data

Primary research is original data collected for the problem at hand, usually at a significant cost. Typical examples are sampling and focus groups. Secondary data Secondary data is collecting and possibly processing data by people other than the researcher in question. The secondary data was collected from books, websites, previous project reports, company brochures, journals. To collect the information, the relevant literature as mentioned in Chapter 3 of the present study was also employed. b) Tools for Data Collection The primary tool used by the researcher to collect data was the questionnaire. Questionnaires are instruments used to collect information about a persons past or his private behaviour since inherently such behaviour is beyond the pale of observation. A questionnaire consists of a number of questions printed in a definite order or a form. The main advantage of the questionnaire method is that it affords great facilities in collecting data from large, diverse and widely scattered groups of people. The distinctive characteristic of the questionnaire has been aptly summarized by Johan Galtung as written verbal stimulus and written verbal response. It is used in gathering objective, quantitative data as well as for securing information of a qualitative nature. Two questionnaires were used for this purpose. The first questionnaire consists of statements relating to Job Burnout. The second questionnaire consists questions pertaining to Locus Of Control relating to employees. Demographic details of the employees like gender, age, work experience, location, marital status and designation are also elicited with the aid of the questionnaires. The Likert-scale model has been employed in the questionnaires. c)Sampling Procedure Sampling Method From the population, a sample of 40 employees was selected for the study. For the study, simple random sampling was used. Simple random sample is a subset of individuals (a sample) chosen from a larger set (a population). Each individual is chosen randomly and entirely by chance, such that each individual has the same probability of being chosen at any stage during the sampling process, and each subset of k individuals has the same probability of being chosen for the sample as any other subset of k individuals. This process and technique is known as Simple Random Sampling. Sample size The population for the present study is the employees of IPSR Solutions Ltd. The sample size selected for the study is 40 employees from the 3 hierarchical levels: low, middle and top level of the company. The sampling method used by the researcher is random sampling and the heterogeneous sample is selected from different departments of IPSR Solutions Ltd, Kottayam. The primary data were collected using questionnaire. The questionnaire used by the researcher in the present study is given in the appendix of this report.

d) Tools for Analysis Statistical tools Linear Regression ANOVA

The statistical used for the purpose of the present study are linear regression analysis and ANOVA.. For conducting the analysis, the researcher has selected Locus Of Control as the independent variable and Job Burnout as the dependent variable. The researcher also relates Anxiety, Health problems and Attitude of the employees with the Locus Of Control ,that can be Internal as well as external. The data was analyzed by using SPSS 19 software. The secondary tools used for analyzing the collected data are: Percentage Analysis Pie Charts Bar Charts

e)Limitations of the Study: The main limitations of the project are: The period of study was limited. Hence data collected pertains only to a short period of time. There may be variations in the results over a period of time. The study was restricted to employees in Duroflex, Allepey. The effect of Locus Of Control on various factors of Job Burnout in other companies and industries may vary. Information was collected through questionnaires and direct interaction. Hence there is chance of bias in both these methods as the freedom to interpret the information collected from the consumer lies with the enumerator. Actual perception of respondents may differ. The respondents answers may be subject to various influencing factors like peer evaluation, lack of interest and the likes of others.

CHAPTER VI DATA ANALYSIS AND INTERPRETATION

Regression Analysis 1.Impact of Locus Of Control On Job Burout

To test this relationship, the following null hypothesis has been framed. H01: There is no significant relationship between Locus Of Control and Job Burout The above null hypothesis has been tested using the following regression model. Y= + 1X1 + Where, Y = Job Burout(dependent variable) =Constant 1 =Coefficient of independent variable X1 = Locus Of Control (independent variable) = Regression Residual The results from the regression analysis are consolidated in the following tables.
Model Summary Adjusted R Model 1 R .285
a

Std. Error of the Estimate

R Square .081

Square .062

7.535

a. Predictors: (Constant), TOT LOC

It is found that the Coefficient of correlation[R]between Locus Of Control and Job Burout is 0.285. Hence there is a weak correlation between Ergonomics and Job Satisfaction. The coefficient of determination, R2 is 0.081, hence it is inferred that 8.1 per cent of variability in Locus Of Control and Job Burout.

ANOVAb Model 1 Regression Residual Total Sum of Squares 241.676 2725.204 2966.880 df 1 48 49 Mean Square 241.676 56.775 F 4.257 Sig. .045a

a. Predictors: (Constant), TOT LOC b. Dependent Variable: Total JB Coefficientsa Standardized Unstandardized Coefficients Model 1 (Constant) TOT LOC a. Dependent Variable: Total JB B 65.486 .757 Std. Error 4.112 .367 .285 Coefficients Beta t 15.925 2.063 Sig. .000 .045

The t- value arrived from regression test is 2.063 and its significance level is 0.045 which is lower than 0.05[since it is 95% confidence level]. The null hypothesis is rejected at 5 per cent level of significance. Therefore it is concluded that there is a positive and significant relationship between Locus of control and Job burnout in Duroflex .

2.Impact of Locus of Control on Anxiety.

To test this relationship, the following null hypothesis has been framed. H01: There is no significant relationship between locus of control and anxiety. The above null hypothesis has been tested using the following regression model. Y= + 1X1 + Where, Y- Anxiety level(dependent variable) =Constant 1 =Coefficient of independent variable X1 = Locus of Control (independent variable) = Regression Residual The results from the regression analysis are consolidated in the following tables.

Model Summary Adjusted R Model 1 R .301

a

Std. Error of the Estimate

R Square .091

Square .072

4.130

a. Predictors: (Constant), TOT LOC

It is found that the Coefficient of correlation[R]between stress and ergonomics is 0.301. Hence there is a weak correlation between locus of control and anxiety. The coefficient of determination, R2 is 0.091, hence it is inferred that 9.1 per cent of variability in anxiety is explained by Locus of Control factors.

ANOVAb Model 1 Regression Residual Total Sum of Squares 81.837 818.663 900.500 df 1 48 49 Mean Square 81.837 17.055 F 4.798 Sig. .033a

a. Predictors: (Constant), TOT LOC b. Dependent Variable: Anxiety Coefficientsa Unstandardized Coefficients Model 1 (Constant) TOT LOC B 12.532 .441 Std. Error 2.254 .201 .301 Standardized Coefficients Beta T 5.560 2.190 Sig. .000 .033

a. Dependent Variable: Anxiety

The t- value arrived from regression test is 2.190 and its significance level is 0.033 which is lower than 0.05[since it is 95% confidence level]. The null hypothesis is rejected at 5 per cent level of significance. Therefore it is concluded that there is a positive and significant relationship between locus of control and anxiety at Duroflex.

3.Impact of Location on Attitude.

To test this relationship, the following null hypothesis has been framed. H01: There is no significant relationship between location and attitude.

The above null hypothesis has been tested using the following regression model. Y= + 1X1 + Where, Y- Attitude (dependent variable) =Constant 1 =Coefficient of independent variable X1 = Location (independent variable) = Regression Residual

The results from the regression analysis are consolidated in the following tables.
Model Summary Adjusted R Model 1 R .293a R Square .086 Square .067 Std. Error of the Estimate 4.777

a. Predictors: (Constant), Location

It is found that the Coefficient of correlation[R]between Demographic Profile that is location and attitude. is 0.293. Hence there is a weak correlation between Location of company from home of employees and Attitude of employees. The coefficient of determination, R2 is 0.086, hence it is inferred that 8.6 per cent of variability in Attitude of the employees is explained by Location of company from home.
ANOVAb Model 1 Regression Residual Total Sum of Squares 102.689 1095.391 1198.080 df 1 48 49 Mean Square 102.689 22.821 F 4.500 Sig. .039a

a. Predictors: (Constant), Location b. Dependent Variable: Attitude

Coefficientsa Standardized Unstandardized Coefficients Model 1 (Constant) Location a. B 25.504 -.862 Dependent Variable: Attitude Std. Error 1.247 .406 -.293 Coefficients Beta t 20.448 -2.121 Sig. .000 .039

The t- value arrived from regression test is 2.121 and its significance level is 0.039 which is lower than 0.05[since it is 95% confidence level]. The null hypothesis is rejected at 5 per cent level of significance. Therefore it is concluded that there is a positive and significant relationship between Attitude of the employees is explained by Location of company from home at Duroflex.

4.Impact of Work Experience of the employees on their Attitude.

To test this relationship, the following null hypothesis has been framed. H01: There is no significant relationship between Work Experience and Attitude of employees. The above null hypothesis has been tested using the following regression model. Y= + 1X1 + Where, Y- Attitude (dependent variable) =Constant 1 =Coefficient of independent variable X1 = Work Experience (independent variable) = Regression Residual The results from the regression analysis are consolidated in the following tables.
Model Summary Adjusted R Model 1 a. R .275a R Square .076 Square .056 Std. Error of the Estimate 4.803

Predictors: (Constant), W E

It is found that the Coefficient of correlation[R]between Work Experience and Attitude of employees is 0.275 Hence there is a weak correlation between Health problems and absenteeism among the employees. The

coefficient of determination, R2 is 0.076, hence it is inferred that 7.6 per cent of variability in Work Experience and Attitude of employees

ANOVAb Model 1 Regression Residual Total a. Predictors: (Constant), W E b. Dependent Variable: Attitude Coefficientsa Standardized Unstandardized Coefficients Model 1 (Constant) WE a. Dependent Variable: Attitude B 19.698 .984 Std. Error 1.931 .497 .275 Coefficients Beta t 10.199 1.981 Sig. .000 .053 Sum of Squares 90.583 1107.497 1198.080 df 1 48 49 Mean Square 90.583 23.073 F 3.926 Sig. .053a

The t- value arrived from regression test is 1.981and its significance level is 0.053 which is lower than 0.05[since it is 95% confidence level]. The null hypothesis is rejected at 5 per cent level of significance. Therefore it is concluded that there is a positive and significant relationship between Work Experience and Attitude of employees at Duroflex Pvt. Ltd

5.Impact ofMarital Status on Health of employees.

To test this relationship, the following null hypothesis has been framed.

H01: There is no significant relationship between marital status and health of employees. The above null hypothesis has been tested using the following regression model. Y= + 1X1 + Where, Y- Health(dependent variable) =Constant 1 =Coefficient of independent variable X1 = Marital Status (independent variable) = Regression Residual The results from the regression analysis are consolidated in the following tables.
Model Summary Adjusted R Model 1 R .377a R Square .142 Square .124 Std. Error of the Estimate 3.638

a. Predictors: (Constant), M S

It is found that the Coefficient of correlation[R]between Marital Status and Health of employees is 0.377. Hence there is a weak correlation between Marital Status and Health of employees . The coefficient of determination, R2 is 0.142 hence it is inferred that 14.2 per cent of variability in Marital Status and Health of employees.

ANOVAb Sum of Model 1 Regression Residual Total a. Predictors: (Constant), M S b. Dependent Variable: Health Squares 105.338 635.382 740.720 df 1 48 49 Mean Square 105.338 13.237 F 7.958 Sig. .007a

Coefficientsa Standardize Unstandardized Coefficients Model 1 (Constant ) MS a. 2.381 .844 .377 2.821 .007 B 6.602 Std. Error 1.588 d Coefficients Beta T 4.157 Sig. .000

Dependent Variable: Health

The t- value arrived from regression test is 2.821 and its significance level is 0.007 which is lower than 0.05[since it is 95% confidence level]. The null hypothesis is rejected at 5 per cent level of significance. Therefore it is concluded that there is a positive and significant relationship between Marital Status and Health of employees at Duroflex. .

CHAPTER VII FINDINGS AND SUGESSIONS

FINDINGS
There exists a strong relationship between Job burnout and Locus Of Control, where the total job burnout is the highest for executive level, moderate for middle level and lowest for staff level. 42% f the respondents feel anger at their coworkers and also detached, which was the majority, it is a consequence of job burnout. 29% which was the majority felt overwhelmed and out of control for their job Employees sometimes feel completely exhausted when they reach home, it was the majority poll. And close behind were respondents who always did. Majority responded that they do not explode with anger at inconsequential things but close behind were respondents who always did. 36% of the respondents said they have undergone change in eating pattern sometimes while 22% of them always do. 44% of the respondents have not undergone change in their sleep pattern which is symptom of job burnout. Employees 52% of them concentrate on their work completely and do not find excuses to skip their job. 36% of the respondents do not feel that they are doing a bad job, but 33% of them always do Majority respondents say they do not feel that they have relationship problems which is an outcome of job burnout. Most f the respondents said they do not feel negative towards their job or employer. 42% never feel why should they show up at the job but 35% always do which should be considered as it is a major sign f job burnout, Also it can be inferred that the employee is not interested in his job. Though majority of the respondents say they do not have work more than their ability but one fourth of the respondents opine they always do. This is an important factor for job burnout.

23% which is the majority have no opinion about being recognized by the management for the job they perform. Which is a cause for job burnout

Majority of the respondents say their job is well communicated to them, so it can t be taken as a cause for job burnout.

Another cause of burnout working for long hours and handling overload. Which the majority opined they sometimes do.

Over use of physical and mental faculties will result in burnout because it will affect the body and directly affect the work, which leads to burnout.

Majority of the respondents live at a distance below 2kms we can deduct that it is not a cause for burnout

Female population is a minority, only 15% of respondents. But the burnout level is almost same for both.

The management is very well aware of the burnout level, they conduct many welfare and engagement activities for giving the employees a good time and to motivate them to perform better.

SUGGESTIONS

Actively address problems. Management should take a proactive approach

to issues in

workplace. The employees will feel less helpless if they assert themselves and express their needs. Because the management has the authority or resources to solve the problem, the superior can help out in this.

Constant recognition. Give them leverage by showing recognition that theyve been putting in work over and above the parameters of their job. Give them new duties. They have been doing the exact same work for a long time, give them chance to try something new: a different grade level, a different territory. Give adequate time off. If burnout seems inevitable, give them short break from work. for vacation, use up sick days, a temporary leave-of-absenceanything to remove them from the situation. Let them have time away to recharge their batteries and take perspective.

More Manpower. Certain work areas should be concentrated and more workers should be employed, so that it can reduce the workload. And people can have the option of choosing their shifts, which will reduce many causes of burnout.

Get Real: Acknowledge how employees are feeling about their work-life. The more you try to ignore how they really feel, the more anxiety and frustration they will feel about their situation. Get Inspired: Find a book, audio CD, or MP3 something that tells someone elses success story and present it to them during programs.

Take Control: Are there too many meetings and tasks on their to-do list? Become a guardian of their time and energy by mastering their schedule. Limit the number of meetings they have a day Set up a system for managing emails and prioritizing request.

Play a Different Role: Are they the team member that organizes everything? Or are they the adhoc tech support person for the team?. Taking on a specific role within the team may have boxed them in. Whatever hat they normally wear - Change dress code once in a while. can change how you feel about your work and your colleagues.

Make a Plan: It can be really hard to stay motivated if they cant see a light at the end of the tunnel. Start putting together a plan for how they are going to escape or move into another role. It could mean going back to college, updating your resume for a lateral move within the company, expanding their professional network.

Focus on things that they can control, such as getting enough sleep, eating right, exercising and connecting with friends in their support network.

Schedule a heart-to-heart with manager and present a couple of solutions to try. This can be delegating more work to others, a reduced work week, work from home one day a week, or different assignments.

Soul searching, If there is not much support or change on the horizon, start soul searching process. Let them write down what they like about their job (if anything) and what they dislike. Consider the help of an employment counselor who can help to love their position.

Sabbaticals, if possible offer them sabbaticals, the corporate sector will sometimes allow employees to take extended leaves.

CHAPTER VIII CONCLUSION

CONCLUSION
Burnout can happen to any of us. Whether you are a teacher, fire worker, or Businessmen, we are all prone to burnout. Despite what people think Job Burnout is not stress. Although job burnout is stressful, every job can be and is stressful. However, one expert described stress as the" fever" of job burnout. The object of most stress management is to provide individuals with tools to keep stress in the healthy levels in order to live with well-being. There are many measures personal and for the management to fight burnout. Sometimes, job burnout can be an opportunity. The opportunity burnout offers to us is to reexamine our lives, our careers, our workplaces, and planning where we are going. Thus accordingly Job burnout depends on the Locus Of Control, which can be Internal as well as external LOC .One has to find out the reason for the burnout, whether internal or external, then try to come up with a solution which would help the person to do well in his professional as well as personal life.

BIBLIOGRAPHY

BIBLIOGRAPHY
BOOKS: 1. Kothari C.R, Research Methodology, Second Edition, New Delhi, Viswaprakashan, 2002.
2. Freudenberger H.J, How to beat the high cost of success, Bantam Books, 1981.

3. 4.

Simmons.K, A cure for burnout: Management strategies for prevention , Contract Management. 2001. Stanley.T.L, Burnout: A manager's worst nightmare, Supervision, 2001.

5. Jain, S, Quality of Work Life, Deep & Deep Publication, Delhi, 1991. 6. Paine, W.S., Job Stress & Burnout: Research, Theory & Intervention , Sage Publication, London, 1982.

JOURNALS AND REPORTS: 1. Leela sandesham, June 2010 2. Company Brochure, April 2010

3. Annual Report, 2009-2010

WEBSITES: 1. http://www.theleela.com/
2. http://www.keralatourism.com/ 3. http://www.godsowncountry.com/ 4. http://careercompass.berkeley.edu/jobstandards/resources/glossary.html

5. http://www.statcan.gc.ca/pub-article/injuries-blessures.html

APPENDIX

Name:

Gender: Male/ Female:

Job Category:

a) Staff

b) Supervisor

c) Executive:

Marital status: widower Department: Age: above

a) single

b) married

c) divorced

d)

a) 20 25 b) 25 30 c) 30 35 QUESTIONNAIRE

d) 35-40

e) 40

Respected Sir, I am a final semester MBA student of BERCHMANS INSTITUTE OF MANAGEMENT STUDIES, S B No of years with The Leela: COLLEGE , CHANGANACHERY. As part of my curriculum I would like to do a project onThe Relationship betweenb) JOB AND OF CONTROL reference to*. I a) Below 1yrs 1 BURNOUT 2yrs c) 2 LOCUS 3yrs d) 3 4 yrs , with e) special 4 5 yrs request your kind cooperation by giving relevant details for the study. The information provided by you will be used only for the purpose of my study and will be kept confidential. Location from work : PERSONAL DETAILS a)Below 2km, 11km above b)2km 5km, c)5km 8km, d) 8km 11km e)

JOB BURNOUT Directions: Respond to the following statements as truthfully as possible with one of four answers: Always True, Often True, Neutral, Sometimes True, Not True.

1. I feel increasing anger at my co-workers and detached from the people around me.

a) Always True b) Often True c) Neutral d) Sometimes True e) Not True 2. I feel overwhelmed and out of control when I am at work.

a) Always True b) Often True c) Neutral d) Sometimes True e) Not True 3. I come home from work and find myself completely exhausted/fatigued.

a) Always True b) Often True c) Neutral d) Sometimes True e) Not True 4. I seem to be more susceptible to colds and other illnesses recently.

a) Always True b) Often True c) Neutral d) Sometimes True e) Not True 5. I feel unpleasant at work, like nothing I do is right anymore.

a) Always True b) Often True c) Neutral d) Sometimes True e) Not True 6. I find myself exploding in anger at the most inconsequential things.

a) Always True b) Often True c) Neutral d) Sometimes True e) Not True 7. My weight and eating patterns have changed dramatically recently (resulting in weight gain or loss). a) Always True b) Often True c) Neutral d) Sometimes True e) Not True 8. I have noticed a definite change in my sleep pattern (either much harder to fall asleep/insomnia or needing more sleep/harder to get up in the mornings). a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

9. I have been finding more and more excuses to skip work/call When I am at work, I find it hard to concentrate on doing a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

in sick. my job.

10. I feel like I just don't really do a good job anymore. a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

11. I have a sense of being isolated/alone.

a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

12. I have noticed that I have become much more negative about my job and employer. a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

13. I

can't

even

remember

the

last

time

was

enthusiastic

about

my

job.

a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

14. I'm having relationship problems with my family, more stress, conflicts, and fights. a) Always True b) Often True c) Neutral d) Sometimes True e) Not True 15. I increasingly feel that things are simply spinning out of my control.

a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

16. I'm

experiencing

more

physical

ailments

--

headaches,

stomachaches,

ulcers.

a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

17. It just seems like I have lost interest and care for the things I used to value, like I am emotionally empty.

a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

18. I am often sad for no particular reason. a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

19. I wake up in the morning and often wonder why I even bother showing up at my job. a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

20. You feel that there is more work to do than you practically have the ability to do

a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

21. You get adequate recognition for the job you perform

a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

22. Your job is well communicated to you

a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

23. You have to work long hours and handle a more intense workload for a time

a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

24. To what extent does your job require you to use the following?

Physical Faculties a) Always True b) Often True c) Neutral d) Sometimes True e) Not True Mental Faculties a) Always True b) Often True c) Neutral d) Sometimes True e) Not True

Locus of Control Questionnaire Please put a tick on either a or b 1 2 3 4 5 6 7 8 9 a. Children get into trouble because their parents punish them too much. b. The trouble with most children nowadays is that their parents are too easy with them. a. Many of the unhappy things in people's lives are partly due to bad luck. b. People's misfortunes result from the mistakes they make. a. One of the major reasons why we have wars is because people don't take enough interest in politics. b. There will always be wars, no matter how hard people try to prevent them. a. In the long run people get the respect they deserve in this world. b. Unfortunately, an individual's worth often passes unrecognized no matter how hard he tries. a. The idea that teachers are unfair to students is nonsense. b. Most students don't realize the extent to which their grades are influenced by accidental happenings. a. Without the right breaks, one cannot be an effective leader. b. Capable people who fail to become leaders have not taken advantage of their opportunities. a. No matter how hard you try, some people just don't like you. b. People who can't get others to like them don't understand how to get along with others. a. Heredity plays the major role in determining one's personality. b. It is one's experiences in life which determine what they're like.

a. I have often found that what is going to happen will happen. b. Trusting fate has never turned out as well for me as making a decision to take a definite course of action.

10 a. In the case of the well prepared student there is rarely, if ever, such a thing as an unfair test. b. Many times, exam questions tend to be so unrelated to course work that studying in really useless.

11 a. Becoming a success is a matter of hard work, luck has little or nothing to do with it. b. Getting a good job depends mainly on being in the right place at the right time.

12 a. The average citizen can have an influence in government decisions. b. This world is run by the few people in power, and there is not much the little guy can do about it.

13 a. When I make plans, I am almost certain that I can make them work. b. It is not always wise to plan too far ahead because many things turn out to be a matter of good or bad fortune anyhow.

14 a. There are certain people who are just no good. b. There is some good in everybody.

15 a. In my case getting what I want has little or nothing to do with luck. b. Many times we might just as well decide what to do by flipping a coin.

16 a. Who gets to be the boss often depends on who was lucky enough to be in the right place first. b. Getting people to do the right thing depends upon ability - luck has little or nothing to do with it.

17 a. As far as world affairs are concerned, most of us are the victims of forces we can neither understand, nor control. b. By taking an active part in political and social affairs the people can control world events.

18 a. Most people don't realize the extent to which their lives are controlled by accidental happenings. b. There really is no such thing as "luck."

19 a. One should always be willing to admit mistakes. b. It is usually best to cover up one's mistakes.

20 a. It is hard to know whether or not a person really likes you. b. How many friends you have depends upon how nice a person you are.

21 a. In the long run the bad things that happen to us are balanced by the good ones. b. Most misfortunes are the result of lack of ability, ignorance, laziness, or all three.

22 a. With enough effort we can wipe out political corruption. b. It is difficult for people to have much control over the things politicians do in office.

23 a. Sometimes I can't understand how teachers arrive at the grades they give. b. There is a direct connection between how hard I study and the grades I get.

24 a. A good leader expects people to decide for themselves what they should do. b. A good leader makes it clear to everybody what their jobs are.

25 a. Many times I feel that I have little influence over the things that happen to me. b. It is impossible for me to believe that chance or luck plays an important role in my life.

26 a. People are lonely because they don't try to be friendly. b. There's not much use in trying too hard to please people, if they like you, they like you.

27 a. There is too much emphasis on athletics in high school. b. Team sports are an excellent way to build character.

28 a. What happens to me is my own doing. 2 b. Sometimes I feel that I don't have enough control over the direction my life is taking.

29 a. Most of the time I can't understand why politicians behave the way they do. b. In the long run the people are responsible for bad government on a national as well as on a local level.

THANK YOU FOR YOUR COOPERATION