A STUDY ON STRESS MANAGEMENT

(WITH SPECIAL REFERENCE TO HINDUSTAN PETROLEUM CORPORATION LIMITED)

Data provided here i !ot a" o#$te %it o!#& 'or re'ere!(e)

CHAPTER * + INTRODUCTION
+)+ INTODUCTION OF THE STUDY,*

In present scenario stress is normal in organizations; excessive stress can interfere with your productivity and impact your physical and emotional health. And your ability to deal with it can mean the difference between success and failure. You can t control everything in your wor! environment" but that doesn t mean you re powerless" even when you re stuc! in a difficult situation. #inding ways to manage wor!place stress isn t about ma!ing huge changes or rethin!ing career ambitions" but rather about focusing on the one thing that s always within your control. #or wor!ers everywhere" the troubled economy may feel li!e an emotional roller coaster. $%ayoffs$ and $budget cuts$ have become bywords in the wor!place" and the result is increased fear" uncertainty" and higher levels of stress. &ince 'ob and wor!place stress increase in times of economic crisis" it s important to learn new and better ways of coping with the pressure. Your emotions are contagious" and stress has an impact on the (uality of your interactions with others. )he better you are at managing your own stress" the more you*ll positively affect those around you" and the less other people*s stress will negatively affect you.

+)- SIGNIFICANCE OF THE STUDY,*

+mployees stress is a growing concern for organizations today. &tress can be defined as a lively circumstance in which people face constraints" opportunities" or loss of something they desire and for which the conse(uence is both unpredictable as well as crucial. &tress is the response of people to the unreasonable,excessive pressure or demands placed on them. )he study would be helpful in understanding the current position of -./%012" and to come out with suggestions which can improve the employee satisfaction with little modifications.

+). O/0ECTI1E OF THE STUDY,*

)he ob'ective of stress management is to !eep stress or tension levels within the optimal range for performance" health and well0being. )o study how the employees of -./% 312 are balancing their &tress 4anagement. )he main ob'ective of this pro'ect is to find out the reasons for &tress.

+)2 NEED OF THE STUDY, * )he study was conducted in order to identify the reasons for

&tress 4anagement in -./%012.

+)3 SCOPE OF THE STUDY, * )he study and the research will be limited to -./%0 12

only.
+)4RESEARCH METHODOLOGY,*

Data (o##e(tio!,* Pri5ar& Data,

.rimary data was collected in two parts60 7uestionnaire. /ase studies.

CASE STUDIES,*

/ase studies were framed from the employee point of view on various aspects. )he (uestions were imposed to employee regarding stress management of various departments and designations in -./%012.)he departments include60 -2. #inance. .ro'ect #inance. 4aterials. 8perations. Inspection. )echnical.

All the employees were as!ed various (uestions irrespective of their designations and age out of which the findings were analyzed so as to get more number of inputs for the benefit of the organization.
6UESTIONNAIRE, * )he primary data was also collected through a (uestionnaire

consisting of 5: (uestions which were divided into 9 sections6 &ection A6 7uestions (101;<6 )hese (uestions were aimed to !now the employees agreement over the statements so as to !now their opinion on &tress 4anagement. &ection =6 7uestion 5: (A0><6 )his (uestion deals with the .rograms that could be adopted to manage stress. Se(o!dar& Data, * )he secondary data was collected by referring various online resources %i!e research papers" articles" websites and printed materials li!e text boo!s. Sa5p#e Si7e, 0 )he sample size consisted of 1:: employees of -./%012. Sa5p#e Fra5e, * )he sample frame consisted of +mployees of -./%012. Sa5p#e Te(h!i8$e, * )he techni(ue used was random sampling. Area o' S$rve&, * -./%012" 1isa!hapatnam.

CHAPTER*INDUSTRY PROFILE
8il is a chemical substance that is a viscous li(uid at ambient temperatures" is immiscible with water but soluble in alcohols or ethers. 8ils have a high carbon and hydrogen content and are usually flammable and slippery (nonpolar<. 8ils may be animal" vegetable" or petrochemical in origin" volatile or non0volatile. OIL IN THE SER1ICE OF MAN,* In the first hundred years the petroleum industry has grown to a great size. )oday oil gas supply about half of the constantly mounting energy re(uirements of the world" as well as ever increasing volume of non energy products. .etroleum moving between nations is the biggest single item in the world trade about ;@ of the total. )he oil industry directly employs well over a million people and industry creates employment for many million more. 4a'or petroleum discoveries by drilling stimulated the demand for illuminating oil. )hen came the extremely versatile internal combustion engine" the diesel engine and now the gas turbine. All have created a tremendous demand for petroleum fuels of high (uality and for which no competing fuel has been found. HOW OIL IS FORMED,* About 1?A million years ago the land areas of the earth and cretaceous seas" plants and minute animals flourished in the waters of these primeval seas .8il we believe" was formed from the remains of such organic material that buried at the sea bottom. 4any of today s productive oil fields have their origin in the Burassic age. =ut oil began to form before and since that age. )he process continues to this day. #irst plant and animal matter are buried in the sea floor. &ome of the marine life forms commonly found in the roc!s. As more sediments were brought in they formed layer upon layer slowly compressing those below" while the organic material was changing to oil. )he oil has to migrate upward a long distance to their final trapping location" which consists of porous sedimentary roc! reservoir. )hese roc! reservoirs are typically one to three miles beneath the surface of the earth.

WHERE OIL IS FORMED,* )he drops of oil is moved through porous layers in the roc!s and accumulated throughout. 8il deposits do not collect as pools of li(uid but are in the tiny pores of the roc!s. Chale oil has been used in more recent times as a source of light. -owever" the high premium for whale oil decimated whale populations and as their numbers dropped the prices rose further. )he demand for oil was then far higher than the supply. 4any companies and individuals were loo!ing for an alternative and longer lasting source of what would later become !nown as blac! gold. Apart from a brief period of coal oil" the answer came with the development of drilling for crude oil. %and oil wells were first and as demand continued to grow exploration companies began to loo! below the sea bed. 8il has been used by Ancient civilization. /hinese were the first to drill out oil. As early 9::=/ they used to pound the ground using heavy bronze bits suspended from spring poles. #or thousands of years the only sources of petroleum had been surface seeps or tar pits. )hese sources were not very productive" so certain individuals decided to loo! for oil underground by drilling. %ater on in 1DAD one such individual Bames 4iller Cilliams made the first ma'or commercial oil discovery in Eorth America at 8il &prings. Frilling in gum beds he struc! oil at a depth of only 1Dmeters. As a result of the oil discoveries of the 1DA: s refineries were built to turn crude oil into !erosene and lubricating oils for the machines of the industrial revolution. 8il began to replace coal as the fuel stream engines. )he invention of the gasoline engine and diesel engine allowed inventors cars to replace steam and electricity by Gasoline which had previously been considered a useless by product of the distillation of crude oil. In 1;:9 the Cright brothers used petroleum to flight fuel. )here have been land oil wells in +urope since the 1;5:s. It wasn*t until the 1;H:s that exploration in the Eorth &ea really begun" without success in the early years. )hey finally struc! oil in 1;H; and have been discovering new fields ever since. )he subse(uent development of the Eorth &ea is one of the greatest investment pro'ects in the world. )he development of the offshore oil industry in hostile waters has been made possible by many achievements comparable with the space industry. 4any fields are located far from land and they are getting further away. Eew fields are being explored in ever deeper and wilder waters. OIL RECOGNITION IN INDIA,* H

After independence there was a drastic change in the industrial landscape in India. At that time the International oil companies were leading the petroleum industry. It was the time Government of India realized the strategic and economic importance of petroleum refining in the long run and facilitated the foreign companies in setting up their refineries in India. 8il I gas supply constituted for about half of the constantly mounting energy re(uired for the world" as well as an ever increasing volume of non0 energy products. As far as world trade is considered petroleum industry it contributes for about ;@ of the total which moves between the nations. )he very significance of the oil industry is that it directly employees million people and indirectly creates employment for many millions more. %etting bac! the !erosene age" petroleum gained its importance as it supplies heat and wor!. Cith the rapid growth of industry" the railways and modern shipping created an enormous demand for fuels. Irrespective of the latest designs of the engines" turbines petroleum has created a tremendous demand for petroleum fuels of high (uality and for which no competing fuel has been found. Chy petroleum pays a big part is that it is abundant" chemically versatile and easily transported by many means li!e land" sea" air. Ma9or Oi# Co5pa!ie i! I!dia,* -industan .etroleum /orporation limited =harat .etroleum /orporation limited 2eliance Industries 8il and Eatural Gas /orporation limited +ssar 8il limited. Gail limited .etronet %ng.limited 8EG/ /orporation limited.

.OIL REFINERY, * An oil refinery or petroleum refinery is an industrial process plant where crude oil is processed and refined into more useful products such as petroleum naphtha" gasoline" diesel fuel" and asphalt base" heating oil" !erosene" and li(uefied petroleum gas. 8il refineries are typically large" sprawling industrial complexes with extensive piping running throughout" carrying streams of fluids between large chemical processing units. In many ways" oil refineries use much of the technology of" and can be thought of" as types of chemical plants. )he crude oil feedstoc! has typically been processed by an oil production plant. )here is usually an oil depot (tan! farm< at or near an oil refinery for storage of bul! li(uid products.

OIL OPERATION,* 8il can be used in a variety of ways because it contains hydrocarbons of varying molecular masses" forms and lengths such as paraffin s" aromatics" naphthenes (or cycloal!anes<" al!enes" dienes" and al!ynes. Chile the molecules in crude oil include different atoms such as sulfur and nitrogen" the hydrocarbons are the most common form of molecules" which are molecules of varying lengths and complexity made of hydrogen and carbon atoms" and a small number of oxygen atoms. )he differences in the structure of these molecules account for their varying physical and chemical properties" and it is this variety that ma!es crude oil useful in a broad range of applications. PRODUCTS OF OIL,* K K K K K K K K %i(uefied petroleum gas (%.G< Gasoline (also !nown as petrol< Eaphtha Lerosene and related 'et aircraft fuels Fiesel fuel #uel oils %ubricating oils .araffin wax D

K K K

Asphalt and tar .etroleum co!e &ulfur

OIL INDIA,* 8il India %imited (8I%< (E&+6 8I%" =&+6 A991:H< is an Indian public sector oil and gas company in India under the administrative control of the 4inistry of .etroleum and Eatural Gas of the Government of India. 8I% is engaged in the business of exploration" development and production of crude oil and natural gas" transportation of crude oil and production of li(uid petroleum gas. )he story of 8il India %imited (8I%< traces and symbolizes the development and growth of the Indian petroleum industry. #rom the discovery of crude oil in the far east of India at Figboi" Assam in 1DD; to its present status as a fully integrated upstream petroleum company" 8I% has come far" crossing many milestones. 8ver the years India .etroleum Industry has played an influential part in triggering the speedy expansion of the country*s economy by contributing 1A@ in the total GF..

)o assist and ac!nowledge the expansion of the sector" the /abinet /ommittee on +conomic Affairs felicitated ?? petroleum research bloc!s on Eovember 5::D under the Eew +xploration %icensing .olicy (E+%.01II<. Indian petroleum industry started its 'ourney during the fiscal year 1D;: in the north0eastern provinces of India especially in the place called Figboi. )he production of petroleum along with the exploration of new sites was primarily restricted to north0 eastern India up to the 1;J:s.=ut the scenario changed drastically with the discovery of =ombay -igh. Indian petroleum industry was entirely state sponsored and was under the management control of all the industries involved in it were entirely with the government. After the inception of the %iberalization0 .rivation0 Globalization (%0.0G< policy in the month of Buly" 1;;1" the government had started allowing the Indian petroleum industry to go into private as well as government0 private 'oint ventures. )he deregulation process in the Indian petroleum industry got a boost in the year 1;;J when it decided that the process of liberalization and deregulation would be accelerated in this industry and all the regulations would go away from the month of April ;

in the year 5::5. Along with globalization" the rate of growth of the economy along with the rate of growth of energy consumption increased at the rate of six percent on a yearly basis especially between the period 1;;1 and 5::1. )he demand for petroleum products increased at an annual rate of A.A@ during 1;;:0;1 and 5:::0:1 which is more than that of the production rate of crude oil processing (revolving around A.1@<. =ut Indian petroleum industry stumbled a bit in the year 5::1 when the Indian economy observed a slowdown in its economic rate along with the overall industrial output. Impediments related to infrastructure also came up as serious problem in the path of Indian petroleum industry.

COMPANY PROFILE HINDUSTAN PETROLEUM CORPORATION LIMITED FUTURE FULL OF ENERGY

HISTORY,* -industan .etroleum is one of the oldest oil mar!eting companies in India )racing its origin bac! to the &tandard oil company of the >&A .In fact its history is rightfully the history of Indian petroleum 4ar!eting. )he standard oil operation in India started in 1DD: with mar!eting of !erosene called Mcase oilN two standard0sized s(uare tins enclosed in a pinewood box. In 1;91 &ocony 4erged with vaccum oil company to form socony0vacuum )his company later changed its name to 48=I%.)he standard oil company of Eew Bersey or the 'ersey standard was !nown as +&&8 and eventually became +xxon. In Asia .acific region" +sso standard eastern had oil .roduction and refineries in Indonesia but no mar!eting networ!. In 1;;9" +sso standard eastern and &ocony0 vacuum merged their interests in the region into a A:0A: 'oint venture" Eamely &tandard0vacuum oil company or stanvac operated in A: countries" #rom +ast Africa to Eew Oealand" Including India. POST*INDEPENDENCE,* 1:

#ollowing independence" )he Government of India encouraged a policy of indigenous development of heavy industries. According &tanvac and /altex were invited to setup refineries in the country. &tanvac incorporated an Indian company in 1;A5 to set up India s first modern refinery at )rombay" Chich was commissioned in 1;A?. /altex oil refining ltd was incorporated in 1;AA and its refinery in 1isa!hapatnam on the east coast of the India was commissioned in 1;AJ. 4ar!eting operations of stanvac and caltex also expanded from mar!eting of !erosene to automotive and industrial fuels in cities as well as rural areas. )he setting up of the refineries contributed to the industrial growth of both the states of 4aharashtra and Andhra .radesh. .articularly in the 4umbai thane 0.une area" )he availability of feed stoc!s and fuels encouraged to venture into 4anufacturing industry" thus certain employment opportunities in their own and ancillary units. In 1;H5" the stanvac partners operations in India came to be wholly owned by esso.

ROOTS OF HPCL,* 1;A56 )he /ompany was incorporated in the name of &tandard 1acuum 2efining /ompany of India %imited on Buly A" 1;A5 1;H56 8n 91st 4arch" 1;H5 the name was changed to +&&8 &tandard 2efining /ompany of India %imited. 1;J?6 -industan .etroleum /orporation %imited comes into being after the ta!eover and merger of erstwhile +sso &tandard and %ube India %imited 1;JH6 /altex 8il 2efining (India< %td. 0 /82I% is ta!en over by the Government of India with an 8rdinance in 1;JH" subse(uently ratified by an Act in 1;JJ and merged with -./% in 1;JD. 1;J;6 Losan Gas /ompany" the concessionaries of -./% in the domestic %.G mar!et" are ta!en over and merged with -./%.

-./% is a Government of India +nterprise with a Eavratna &tatus" and a #ortune A:: and #orbes 5::: company: with an annual turnover of 2s. 1"H;":11 /ores and sales,income from operations of 2s 1"DD"19: /rores (>&P 9H.;JA =illions< during 5:11015" having about 5:@ 4ar!eting share in India among .&>s and a strong mar!et infrastructure. -./%*s /rude )hruput and 4ar!et &ales (including exports< are 1H.1; 4illion 4etric )onnes (44)< and 5;.?D 44) respectively in the same period In 5::9"following a petition by the /entre for .ublic Interest %itigation(/.I%<"the &upreme /ourt of India restrained the /entral government from privatizing -industan 11

.etroleum and =harat .etroleum without the approval of .arliament. As counsel for the /.I%" 2a'inder &achar and .rashant =hushan said that the only way to disinvest in the companies would be to repeal or amend the acts by which they were nationalized in the 1;J:s.As a result; the government would need a ma'ority in both houses to push through any privatization. INTRODUCTION TO HPCL,* PROFILE OF HPCL,* -./% is a Government of India +nterprise with a Eavratna &tatus" " and a #ortune A:: and #orbes 5::: company" with an annual turnover of 2s. 1"95"HJ: /rores and sales,income from operations of 2s 1"?9"9;H /rores (>&P 91"A?H 4illions< during #Y 5:1:011" having about 5:@ 4ar!eting share in India among .&>s and a strong mar!et infrastructure. -./%*s /rude )hruput and 4ar!et &ales (including exports< are 1?.JA 4illion 4etric )ones (44)< and 5J.:9 44) respectively in the same period )he 4a'or process of -./% refinery is the conversion of crude oil into .etrol" Fiesel" Eaphtha" !erosene" )urbine oil" +ngine oils" Greases waxes and many oils as products by the process li!e distillation fluid /atalytic" /rac!ing" 2edimentation and so onQ )he crude oil can be collected from &eabed s located throughout the country and some of the amounts are imported. &ome of the crude oil deposits observed near the Arabian &ea" Chich was near to 4umbai. )his crude oil reserves are transported from 4umbai to 1izag through shipping the container via =ay of =engal later the crude oil reserves are pumped to vizag -./% through pipe lines -./% operates 5 ma'or refineries producing a wide variety of petroleum fuels I specialties" one in 4umbai (Cest /oast< of H.A 4illion 4etric )onnes .er Annum (44).A< capacity and the other in 1isa!hapatnam" (+ast /oast< with a capacity of D.9 44).A. -./% holds an e(uity sta!e of 1H.;A@ in 4angalore 2efinery. .etrochemicals %imited" a state0of0the0art refinery at 4angalore with a capacity of ; 44).A. In addition" -./% is constructing a ; 44).A refinery at =athinda" in the state of .un'ab" as a 'oint venture with mittal +nergy Investments .t.%td. -./% also owns and operates the largest %ube 2efinery in the India producing %ube =ase 8ils of international standards" with a capacity of 99A )4). )his %ube 2efinery accounts for over ?:@ of the India*s total %ube =ase 8il production. -./%*& vast mar!eting networ! consists of 19 Oonal offices in ma'or cities and 1:1 2egional 8ffices facilitated by a &upply I Fistribution infrastructure comprising )erminals" .ipeline networ!s" Aviation &ervice &tations" %.G =ottling .lants" Inland 2elay Fepots I 2etail 8utlets" %ube and %.G Fistributorships. -./%" over the years" has moved from strength to strength on all fronts. )he refining capacity steadily increased from A.A 44).A in 1;D?,DA to 1?.D 44).A presently. 8n the financial front" the turnover has grown from 2s. 5HDJ /rores in 1;D?0DA to an impressive 2s 1" 95" HJ: /rores in #Y 5:1:011. HPCL MISSION,* 15

-./% along with its 'oint ventures will be a fully integrated company in the hydrocarbons sector of exploration and production" refining and mar!eting; focusing on enhancement of productivity" (uality and profitability; caring for customers and employees; caring for environment protection and cultural heritage. It will also attain scale dimensions by diversifying into other energy related fields and by ta!ing up transnational operations. HPCL 1ISSION,* )o be a Corld /lass +nergy /ompany !nown for caring and delighting the customers with high (uality products and innovative services across domestic and international mar!ets with aggressive growth and delivering superior financial performance. )he /ompany will be a model of excellence in meeting social commitment" environment" health and safety norms and in employee welfare and relations. /OARD OF DIRECTORS, 0 .resently 4r.&.2oy /houdhury was the /hairman I 4anaging Firector -./% has four #unctional Firectors and four .art0time ex0officio Firectors #>E/)I8EA% FI2+/)82&60 1. Fr.1.1izia &aradhi (Firector0-uman 2esources< 5. 4r.=.4u!her'ee (Firector0#inance< 9. 4r.L.4urali (Firector02efineries< ?. 4s.Eishi 1asudev (Firector04ar!eting< .A2) )I4+ +R08##I/I8 FI2+/)82& 14r.%.E.Gupta Firector 5. Fr.Gitesh L &hah 9. &hri & L 2oongta Firector ?. &hri.Anil 2azdan Firector PRODUCTS OF HPCL,* PETR OLEUM,* .etroleum or crude oil is a naturally occurring flammable li(uid consisting of a complex mixture of hydrocarbons of various molecular weights and other li(uid organic compounds that are found in geologic formations beneath the +arth surface. A fossil #uel is formed when large (uantities of dead organisms" usually Oooplan!ton and algae are buried underneath sedimentary roc! and undergo intense heat and pressure. .etroleum is recovered mostly through oil drilling. )his comes after the studies of structural geology (at the reservoir scale<" sedimentary basin analysis" and reservoir 19

characterization (mainly in terms of porosity and permeable structures<. It is refined and separated" most easily by boiling point" Into a large number of consumer products" from petrol (or gasoline< and !erosene to Asphalt and chemical reagents used to ma!e plastics and pharmaceuticals. .etroleum is used in manufacturing a wide variety of materials" and it is estimated that the world consumes about DD million barrels each day. )he use of fossil fuels such as petroleum can have a negative impact on +arth*s biosphere" releasing pollutants and greenhouse gases into the air and damaging ecosystems through events such as 8il spills. /oncern over the depletion of the earth*s finite reserves of oil" and the effect this would have on a society dependent on it" is a field !nown as pea! oil.

DIESEL,* Fiesel in general is any li(uid fuel used in Fiesel +ngines. )he most common is a specific fractional distillate of petroleum fuel oil" but alternatives that are not derived from petroleum" such as biodiesel" biomass to li(uid" (=)%< or gas to li(uid (G)%< diesel" are increasingly being developed and adopted. )o distinguish these types" petroleum0derived diesel is increasingly called .etro diesel. >ltra0low sulfur diesel (>%&F< is a standard for defining diesel fuel with substantially lowered sulfur contents. As of 5::J" almost all diesel fuel available in the >nited &tates of America" /anada and +urope is the >%&F type. In the >L" diesel fuel for on0road use is commonly abbreviated F+21" standing for Fiesel +ngine 2oad 1ehicle" which carries a tax premium over e(uivalent fuel for non0 road use LU/RICANTS,* A lubricant is a substance introduced to reduce friction between moving surfaces. It may also have the function of transporting foreign particles. )he property of reducing friction is !nown as lubricity. 8ne of the single largest applications for lubricants" in the form of motor oil" is protecting the internal combustion engines in motor vehicles and powered e(uipment. )ypically lubricants contain ;:@ base oil (most often petroleum fractions" called mineral oils< and less than 1:@ additives. 1egetable oils or synthetic li(uids such as hydrogenated polyolefins" esters" silicones" fluorocarbons" and many others are sometimes used as base oils. Additives deliver reduced friction and wear" increased viscisity" improved viscosity index" resistance to corrosion and oxidation" aging or contamination" etc. %ubricants such as 50cycle oil are added to fuels li!e gasoline which has low lubricity. &ulfur impurities in fuels also provide some lubrication properties" which have to be ta!en in account when switching to a low0sulfur diesel; biodiesel is a popular diesel fuel additive providing additional lubricity. LPG,* %i(uefied petroleum gas" also called %.G" G.%" %. Gas" li(uid petroleum gas or simply propane" is a flammable mixture of hydrocarbon gases used as a fuel in heating 1?

appliances and vehicles. It is increasingly used as an aerosol propellant and a refrigerant" replacing chlorofluorocarbons in an effort to reduce damage to the ozone layer. Chen specifically used as a vehicle fuel it is often referred to as auto gas. 1arieties of %.G bought and sold include mixes that are primarily propane (/9-D<" primarily butane(/?-1:< and" most commonly" mixes including both propane and butane depending on the season S in winter more propane" in summer more butane. In the >nited &tates" primarily only two grades of %.G are sold" commercial propane and -F0A. )hese specifications are published by the Gas .rocessors Association (G.A< Tand the American &ociety of )esting and 4aterials (A&)4<. .ropane,butane blends are also listed in these specifications. .ropylene" butylenes and various other hydrocarbons are usually also present in small concentrations. -F0A limits the amount of propylene that can be placed in %.G" and is utilized as an auto gas specification. A powerful odorant" +thane is added so that lea!s can be detected easily. )he international standard is +E AD;. In the >nited &tates" )etrahydrothiophene (thiophane< or amyl mercaptanamyl are also approved odorants" although neither is currently being utilized A1IATION,* Aviation fuel is a specialized type of petroleum 0based fuel used to power aircraft. It is generally of a higher (uality than fuels used in less critical applications" such as heating or road transport" and often contains additives to reduce the ris! of icing or explosion due to high temperatures" among other properties. 4ost aviation fuels available for aircraft are !inds of petroleum spirit used in engines with spar! plugs (i.e. piston and Can!el rotary engines<" or fuel for 'et turbine engines" which is also used in diesel aircraft engines. Alcohol" alcohol mixtures and other alternative fuels may be used experimentally" but alcohol is not permitted in any certified aviation fuel specification. REFINERY,* A 2efinery is a complex unit composed of pipes and towers which converts crude petroleum into finished products. 2efining is an involved process because crude oil is not a uniform substance but a varying chemical mixture of hydrocarbons. )he Fistillation of this crude oil in a refinery results in the separation of various fractions of crude oil from one another giving us products such as Gasoline" Lerosene" Fiesel and fuel oils" lubricants oil and asphalt plus thousand other derivatives. REFINERIES OF HPCL,* -./% has two refineries. 8n the Cest /oast is the 4umbai 2efinery with a capacity of H.A 4illion 4etric )onnes .er Annum" while the other at 1isa!hapatnam on the +ast /oast has a capacity of D.9 4illion 4etric )onnes .er Annum. )he %ube 2efinery at 4umbai is the largest in the country with a capacity of 99A"::: 4etric )onnes .er Annum producing superior (uality base oils. =oth the refineries produce a number of value added products li!e petrol" high speed diesel oil" superior !erosene oil" li(uefied petroleum gas" naphtha" aviation turbine fuel and others and over 9::grades of lubes" specialties and greases. =oth the refineries have implemented and upgraded facilities to produce green fuels li!e unleaded petrol and low sulphur diesel

1A

MUM/AI REFINERY, * -./% & 4umbai refinery is 8ne of the first 4odern and complex refineries in the country" is constructed on an area of 951 acres" symbolizes the country s industrial strength and progress in the oil industry. )he refinery has reached to present level through several up gradation and restructuring process. A 2efinery with 4odest capacity of 1.5A 4illions turnover per annum was set up in 1;A?.)he capacity of refinery was increased to H.A44.)A in phases" as under Y+A2 1;A? 1;H? 1;D9 1;DA 5::; /A.A/I)Y 1.5A 44.)A 5.A 44.)A 9.A 44.)A A.A 44.)A H.A 44.)A

A chronological summary of the development is provided below6 4,s +sso commissioned in 1;A? with a crude processing capacity of 1.5A 44).A. %ube refinery" %ube India %td" was commissioned in 1;H; with a capacity of 1HA )4).A of %ube 8il =ase &toc! (%8=&< productions. /rude processing capacity increased to 9.A 44).A during 1;H; Government of India too! over +sso and %ube India and formed -./% in 1;J?. +xpansion of fuels bloc! was carried out by installation of new 5 44).A crude units in 1;DA. &econd expansion of %ube 2efinery too! place to increase the capacity of the refinery to 99A 44).A" so far the largest in India. )he current installed capacity of the refinery is H.A 44).A

1ISA;H REFINERY,*

1H

1isa!h refinery today after more than five decades of its existence and being a ma'or industry in 1isa!hapatnam and on the east coast has a proud record of good performance consistently over the past five decades by producing and supplying (uality petroleum products meeting the energy re(uirements of this part of the nation. )he 1isa!h 2efinery is also an important contributor to -./%*s .etroleum products re(uirements 1isa!ha 2efinery was commissioned with an installed capacity of :.HA 4illion 4etric )onnes .er Annum (44).A< by /altex 8il 2efining (India< %td. in 1;AJ. )his was one of the first ma'or industries of 1isa!hapatnam and first oil refinery on the +ast /oast. After the nationalization" -./% has transformed itself into a mega .ublic &ector >nderta!ing and it is second largest integrated oil company in India. )he year 5:1:05:11 has also witnessed consistent high performance in terms of crude distillates and specific energy consumption. )he first +ast /oast 8il refinery was commissioned as /altex 8il 2efining India %td. (/82I%< in 1;AJ with a crude processing capacity of :.HA 44).A. )he refinery was subse(uently ta!en over by Government of India in 1;JH and merged with -./% in 1;JD. )he refinery*s crude refining capacity increased to ?.A 44).A during the first expansion in 1;DA. )he refinery*s crude refining capacity increased to a further J.A 44).A during the second expansion in 1;;; and is currently D.944).A effective April 5:1:. Cith implementation of clean fuel pro'ect the refining capacity was further increased to D.9 44.)A in April 5:1:. Fiesel -ydro desulphurization (F-F&< pro'ect was commissioned in the year 5::: to meet =&0I,II specification of diesel. )he facilities were further augmented in 5::A by addition of 5nd 2eactor in F-F& unit for supplying =&0III grade diesel GROWTH OF PRODUCTS,* #rom a modest D" products in 1;AJ" the range of products from visa!h refinery has doubled to 1H with the current configuration as detailed below6 %ight +nds60 .ropylene" %.G Eaptha" ms (+uro09 and +uro0? grades< 4iddle Fistillates60 Lerosene" A)#" -&F (+uro09 rades< -#-&F" %F8" B=8 -+A1Y +EF&60 #uel oil (5 grades< %shs" bitumen. REFINERY SAFETY,* &afety is the paramount importance in every aspect at the refinery. )he safety 4anagement of the refinery focuses on sustaining the integrity of the facilities and developing the capabilities of its personnel. )he refinery installed a large number of 1J

fire and gas detectors in the process plants for detecting lea!s of gases li!e -ydrocarbon" -ydrogen and -5A and absecting in the case of fire emergency situations. 4umbai I 1isa!h refineries have consistently met the statutory regulations and standards set by .ollution =oards and 4inistry of +nvironment I #orest" Govt. of India. =oth refineries have been certified as I&8 1?::1. =oth refineries have carried out various proactive environmental protection steps as listed below6 )hree new 2&.4 Analyzers were installed and commissioned at all three Ambient Air 4onitoring &tations in the refinery. )hirteen &tac! Analyzers were installed and commissioned on ma'or fire e(uipment in the refinery 4echanical 8il recovery from oily sludge has been started. .rocessing of 8ily sludge is being done to recover oil. =io0remediation farm construction for the treatment of 8ily sludge has been started. Aerobic 1ermi =acterial (A1=< system for treating 5::!gs per day of canteen waste has been commissioned. In 4arch 5:1:" 4umbai 2efinery completely switched from Eaphtha to 2egasified %i(uid Eatural Gas (2%EG< as feed to 2eformer in -ydrogen >nit and firing of all the furnaces in F-F& complex. &ome other advantages of using 2%EG instead of Eaphtha are6 -ydrogen yield is around 5:@ higher &avings in Femineralised water I &team Increased /atalyst %ife I 2eformer fuel savings %ower &team consumption for 2eforming reactions due to lighter -ydrocarbons .retreatment not re(uired as compared to Eaphtha for removal of sulphur MAR;ETING,* )he fuel retailing has undergone a sea change from the time the company was nationalized in 1;J? to prevent times. THE INTIAL YEARS,* In the initial years of around 1;D?0DA" when the total sales of the corporation was heavy J million tones of petroleum products with a mar!et participation of 1D.1?@ the no of outlets were around 9A::. )he mar!eting operations of -./% are divided into three strategic business units" 2etail" Firect &ales comprising of %ubes and Industrial I Government &ales" and %.G -industan .etroleum /orporation %imited has 5:@ mar!et share which is bac!ed by a MAR;ETING STRATEGIES,* -./% products can be mar!eted by club -." .ower and )urbo'et )ill 1;;;"-./% products and supplies Aviation gasoline used by .iston engine aircraft and turbo fuel used by turbo props and 'ets was limited to only ; airports in India catering to domestic sector only. It was increased from ; to 95 by 5:1:05:11. HP A1IATION,* 1D

-industan .etroleum (as +sso and /altex prior to 1;J?< has been providing aviation refueling services at various airports in India for more than half a century. )oday" -pcl provides fueling services to the aviation industry through business unit" $-. Aviation$. -pcl networ! covers all the ma'or airports in India and is continuously expanding. -pcl fueling service of Aviation )urbine #uel meets and exceeds the stringent International regulations for handling Bet fuel. )he accolades and accreditation earned shows the commitment to (uality service encompassing all areas of 8perations" Infrastructure and &!illed 4anpower. -pcl ta!e pride in calling our Aviation #uel &tations as Aviation &ervice #acilities (A&#< CLU/ HP,* A part of -./%*s strategic retail mar!eting initiative that see!s to brea! out of traditional fuel retailing" -./% new 2etail =rand $/lub -.$ assures high 0 (uality personalized $1ehicle and /onsumer /are$ through a select set of outlets. Feveloped after an exhaustive research of over a year which included collecting feedbac! from over 19"::: respondents in several !ey mar!ets across the country" the $/lub -.$ concept aims to provide the assurance of M7uic! #ills$" $+xpert" .ersonalized &ervice$" $)otal 1ehicle 4anagement$ and $/onsumer /onveniences$. )he $/lub -.$ concept also recognizes the fact that the consumer today places very high importance on vehicle care and at the same time expects other value added services from a fuel retail outlet that help him ta!e care of diverse activities under one roof and in the shortest possible time. )he /lub -. outlets provide a distinct set of basic and value added offerings which include $+fficient I +xpert &ervice$" $7uic! /are .oint$" $Figital Air )owers$" $1ehicle #inance and Insurance related assistance$" $=ills .ayment facilities$" M2efreshmentsN" $-./% 0 I/I/I /redit /ards$ and a host of other amenities. )o deliver the many conveniences and services" -./% have associated with leading companies li!e /oca /ola India" I/I/I =an!" #ed +x" Cestern >nion 4oney )ransfer" /afU /offee Fay" >& .izza" &!ypa! and many more. -./% is also forging service specific alliances with several automobile companies and 8+4s li!e )ata 4otors to 'ointly identify $/lub -.$ outlets" which could (ualify as $Authorized &ervice /enters$ for leading automobile brands. )he roll out of $/lub -.$ began in a phased manner" initially targeting DA outlets in the cities of 4umbai" Felhi" =angalore and Lol!ata. +ncouraged by the initial experience" the M/lub -.N brand has been (uic!ly expanded to cover over 1::: outlets in all ma'or cities and towns across India. )he distictive red and blue /lub -. logo is an all too familiar symbol inviting motorists loo!ing for a (uic! and refreshing fuelling experience. TUR/O0ET,* )urbo'et is a new generation diesel" which contains multi functional additives to !eep your vehicle healthier0 resulting in better performance" more mileage" easier acceleration and lower emissions. )urbo'et is now being used by thousands of satisfied customers all over the country. )he demand for turbo'et has been steadily increasing ever since its introduction" clearly indicating a growing customer preference for this fuel. #urther" after 1;

carefully analyzing the performance of )>2=8B+)" several organizations li!e the automobile research Association of India (A2AI<" .une 4unicipal transport (.4)< and the /)/" Lol!ata have also endorsed the various benefits of turbo'et. ON GOING PRO0ECTS OF HPCL,* In order to strengthen core processes and modernize" -./% has developed ambitious plans for expansion and diversification in the areas of increasing energy demand" technological up gradation and environment management. -./% has proposed capital expenditure (including e(uity investments in Boint 1entures< of 2s. 11?DJ /rores during the eleventh plan. /urrently" several pro'ects are in progress in different parts of India. -ere is a brief introduction to these pro'ects. In the recent past" -./% has commissioned some ma'or pro'ects li!e60 M$!dra*De#hi Pipe Li!e <MDPL), A 1:AH L4 .roduct pipeline connecting the port of 4undra in Gu'arat to Felhi with )ap0offs in between. /ompleted in 9H months at a cost of 2s. 1JAJ /rores. Fedicated to the nation on 9rd #eb 5::;. LPG Caver! Stora=e at 1i a>hapat!a5 "& SALPG: a 0oi!t 1e!t$re o' HPCL, H:::: 4) of %.G storage at a cost of 2s. 999 /rores" /ommissioned in Banuary 5::D. Die e# H&dro Treati!= <DHT) at M$5"ai ? 1i a>hapat!a5 Re'i!erie , -./% is setting up Fiesel -ydrotreater >nits of 5.5 44).A each with associated facilities at 4umbai 2efinery (42< and 1isa!hapatnam 2efinery (12< to meet +uro0I1 specifications for diesel as per the latest Auto #uel .olicy. )he +nvironmental clearance for the F-) pro'ects for 4umbai 2efinery and 1isa!h 2efinery has been obtained. )he +nvironmental &tatement of 1isa!h 2efinery for the #Y 5:1:011 has been submitted to Andhra .radesh .ollution /ontrol =oard (A../=<. 1iew the /ompliance &tatus of +nvironmental /learance &tipulations for F-) 12 .ro'ect. )he 2evised cost of the pro'ect is estimated at IE2 51J? /rores for 4umbai 2efinery and IE2 5J9: /rores for 1isa!hapatnam 2efinery. )he pro'ects are expected to be completed by &eptember 5:15. Re ite5e!t o' 1i a>hapat!a5 Ter5i!a#,* In order to provide additional ground area to 1isa!h 2efinery for setting up facilities to produce green fuels" it is proposed to shift the ad'acently located mar!eting facilities consisting of .8% terminals and %.G .lant. )he scope of the green field pro'ect consists of setting up of new =lac! oil" Chite oil and %.G facilities in the plots ac(uired from 1.). =lac! 8il facilities include setting up of about ;?"::: L% storage tan!s and two tan! truc! gantries of D bays each to handle =itumen" #urnace oil (#8<"%ow &ulphur -eavy stoc! (%&-&<" %ight Fiesel 8il (%F8< Bute =atching 8il (B=8< and -igh #lash -&F (-# -&F<. Chite 8il facilities include storage of about 1"HD"::: L% 4otor &pirit (4&<" -igh &peed Fiesel (-&F<" Eaphtha I Aviation )urbine #uel (A)#<" two tan! truc! loading gantries of D bays each and a single spur ),C gantry to load ?H =).E tan! wagons. %.G facilities include setting up of mounded storage of about ?"?:: 4) capacities to store %.G" Auto %.G and .ropylene" a single spur tan! wagon gantry to load 95 =).E )G wagons and bottling facilities of capacity DD":::4).A. )he total pro'ect cost is about 2s JAH /r. and the completion schedule is as under6 =lac! 8il )erminal6 /ommissioned in &eptember 5:1: 5:

Chite 8il )erminal6 Fecember 5:11 %.G #acilities6 4echanically /ompleted in Bune 5:11 G$r$ Go"i!d Si!=h Re'i!er& Prod$(t Eva($atio! Pro9e(t <GGSRPEP),* -./% 4ittal +nergy %imited" a Boint 1enture company of -./%" has set up a ; 44).A grass root refinery near =athinda" .un'ab. -./% has the mar!eting rights for the .etroleum .roducts from this refinery. #ollowing cross country pipelines along with associated facilities have been laid for facilitating .roduct +vacuation" namely. 2aman 4andi 0 =athinda .ipeline (1:N dia" 9: !m long with a capacity of approximately 1.9J 44).A<. )his has been commissioned in Fecember 5:11. 2aman 4andi 0 =ahadurgarh .ipeline. (1DN dia" 5A: !m long with a capacity of approximately ?.J1 44).A< .re commissioning activities has been completed in Buly 11 and the pipeline would be commissioned on receipt of products from -4+% refinery. )he +nvironmental /learance for the pro'ect has been obtained. 1iew the latest +nvironmental /ompliance &tatement for the pro'ect submitted to 48+# in line with the re(uirements. +xpenditure as on 91.:9.15 for the pro'ect is 2s. ?J?.A5 /rores against approved pro'ect cost of 2s. A1:.: /rore. E!!ore Ter5i!a#,* -./% is setting up a Greenfield 8il )erminal at +nnore" located in northern outs!irts of /hennai /ity. +nnore is approx. 9: Lms. away from /hennai /ity and falls under )iruvalur district of )amil Eadu. )his is relocation of the existing facilities at )ondiarpet" /hennai. )he terminal shall have tan!ages of capacity 1" ?:" ::: L% for storage and dispatch of products of 4otor &pirit (4&<" -igh &peed Fiesel (-&F<" &uperior Lerosene 8il (&L8< and Aviation )urbine #uel (A)#<. .ro'ect includes setting up of facilities including tan! ages" )an! )ruc! loading facility" )an! Cagon loading, receipt facility along with product receipt facilities from the +nnore .ort and /hennai .etroleum /orporation %td (/./%<. )he tan! farm and )an! )ruc! %oading operations will be fully automated. )he total pro'ect cost is about 2s 5;; /r. and the scheduled completion is Fecember 5:11. HUMAN RESOURCE MANAGEMENT,* In -./% -2 department is ensuring focus in enhancing the capabilities of the employees of the corporation to rise up to the emerging challenges in the oil sector. )owards this training and development receives continuous attention to our +ndeavour to be a learning organization. -./l is very good at human resource. The HR Depart5e!t@ 1i io!,* Is M+xcellence in harnessing the full potential of all employees for becoming a Corld /lass +nergy /ompanyN Cith this 1ision in focus" the /orporate )raining Fepartment*s vision is to M/reate value through enhanced competencies and be a strategic partner to 51

business by enabling employees realize their full potential through innovative and progressive learning initiatives O/0ECTI1ES OF HR,* Improve the performance of +mployees in their respective assignments and +nhance competencies to ta!e up higher responsibilities &trengthen the %eadership .ipeline =ring cultural change from /ommand I /ontrol to )eam based structure %everage technology in human resources development #acilitate learning in the organization and build a $%earning 8rganization HR A(hieve5e!t,* In the initial stages of -pcl" as it is a combination of various private small scale plants" there observed many problems among as they belong to different cultures and organizations and familiar to different wor!ing conditions.-2 department ta!es it as a challenge of ma!e them (wor! force< in a same line and maintain uniformity by developing various -2 policies" programmes and schedules and strategies. Ro#e o' HR,* 1. Alignment of -2 vision with corporate vision 5. &hift from support group to strategic partner in business operations 9. -2 as a change agent ?. +nhance productivity and performance by developing employee competency and potential A. Feveloping professional attitude and approach HR Strate=&,* 1. )o meet challenging demands of the business environment" focus of the -2 &trategy is on change of the employees* Vmindset 5. =uilding (uality culture and resources 9 .2e0engineering and redeployment for maximizing utilization of -2 potential ?. )o build and upgrade competencies through virtual learning" opportunities for growth and providing challenges in the 'ob A. 2e0strengthening mutual faith" trust and respect inculcating a spirit of learning I en'oying challenges H. Feveloping -uman 2esource through virtual learning" providing opportunities for growth" inculcating involvement and exposure to benchmar!ing in performance Re(o=!itio! a!d AAard ,* -./% ran!s 99H in #ortune Global A:: list60 -industan .etroleum /orporation %td. -./% is ran!ed 99Hth position during 5:1:011 in the prestigious list of #ortune Global A:: /ompanies. -./% ran!s 1:A? in #orbes 5::: list60 -industan .etroleum /orporation %td. -./% is ran!ed 1:A? position during 5:1:011 in the prestigious list of #orbes 5:::. &cope /&2 Award for the Year 5::;01:60 55

-./% received the &/8.+ Gold )rophy 4eritorious Award for /orporate &ocial 2esponsibility I 2esponsiveness from -er +xcellency the .resident of India &mt. .ratibha Fevisingh .atil. Golden .eacoc! Award for /&2 3 5:1160 -./% received the VGolden .eacoc! Award for /orporate &ocial 2esponsibility for the year 5:11 during the Hth International /onference on /orporate &ocial 2esponsibility organized at Felhi on April 5;" 5:11. 2eaders Figest )rusted =rand Gold Award 5:1160 -./% has been conferred with our service brand" /lub -. with the Gold award for the Hth consecutive year at the 19th 2eader s Figest )rusted =rand survey. M+xcellence in 7ualityN Award60 -./% has been conferred with M+xcellence in 7ualityN award by 4,s =8&/- for supplies of %ubricants for their Aftermar!et &ales. )his award is the result of consistent performance in meeting the customer s re(uirement on 7uality I Felivery. Golden .eacoc! -2 +xcellence Award60 -./% has been conferred with the MGolden .eacoc! -2 +xcellence Award Mfor the year 5:11. )he Golden .eacoc! -2 +xcellence is awarded to 8rganizations that follow excellent -uman 2esources practices and strategies which are directly contributing to the business. Indira Gandhi 2a'bhasha .uras!ar60 -./% has been conferred with Indira Gandhi 2a'bhasha .uras!ar by Govt. of India" 4inistry of -ome Affairs 0 2a'bhasha 1ibhag for the year 5::;01: under .&> category for excellent performance in M=N 2egion for the fourth consecutive year. M/I8 1::N Award60 -./% bagged the M/I8 1::N Award for the sixth consecutive year in recognition for using information technology in innovative ways to deliver business value" whether by creating competitive advantage" optimizing business processes" enabling growth or improving relationships with customers. -./% received the award for =5= Integration for 8il +xchange with other oil companies. CORPORATE SOCIAL RESPONSI/ILITIES,* Mi io!,* )o have safe" healthy and pollution free environment in and around all -pcl refineries" plants" facilities and other premises at all times; instill awareness in these areas" including relevant laws" in all employees" their families and the communities in which we carry out our activities. E!viro!5e!t Po#i(&,* )he /orporation is committed to conduct its operation in such a manner as compatible with environment and economic development of the community. Its aim is to create an awareness and respect for the environment" stressing on every employee s involvement in environmental improvement by ensuring healthy operating practices" philosophy and training. Hea#th Po#i(&,* )o provide a structured program to loo! after and promote the health of vital M-uman 2esourceN" essential for productivity and effectiveness of the /orporation.

59

Sa'et& Po#i(&,* As an integral part of its business" -./% believes that no wor! or service or activity is so important or urgent that safety be overloo!ed or compromised. &afety of the employees and public" protection of their as well as /orporation s assets shall be paramount. /orporation considers that safety is one of the important tools to enhance productivity and to reduce national losses. )he /orporation will constantly +ndeavour to achieve and maintain high standards of &afety in its operations. &ustain appropriate development programs for our employees" customers and neighboring communities. Incorporate customized management systems to monitor and control progress of &ustainability development ob'ectives. 2emain committed to disseminate information on our sustainability performance. COMMITMENT,* -industan .etroleum /orporation %imited is committed to continue rendering support to the Global /ompact programme of the >nited Eations and will +ndeavour to abide by the ten .rinciples of the programme" some of which are a part of our 1ision and 4ission &tatements. )herefore" the company continues to pledge support to the programme through its policies" processes" products and services.

CSR ACTI1ITIES,* )he following activities involving the expense of IE2 A.JA crores under the following heads were ta!en up6 .rimary +ducation6 .rovided >niforms" noteboo!s" library boo!s" school furniture stationary items" study materials" computers" lab e(uipments" etc. &cholarships6 Granted scholarships to &/,&),8=/ college,university students from various colleges,university for Graduation I .ost Graduation studies. Frin!ing Cater #acilities6 .rovided bore wells" tube wells" pumps" water storage tan!s in the tribal villages across the country. -ealth /are6 /onducted medical,health camps" eye camps" distributed spectacles" and provided free medicines" ambulance,medical vans" various hospital e(uipments,machines such as Auto 2efract meter" >ltrasound machine" >ltrasound &canner" 7=/ 4alaria )esting e(uipment" 8culus" %/F .ro'ector etc. /onstructed blood ban! building with A/s" dispensary building. Also" provided daily usage items for hospital patients. Income Generating &chemes , 1ocational )raining6 .rovided computers for V8 level computer training for women. .rovided raw material to artisans to ma!e handicraft items,soft0toys,artificial flowers" sewing machines" over loc!ing 5?

machines" designer machines for tailoring training for upliftment of rural women. .rovided training in internet technology s!ills for &/,&),8=/ students thru /I&/8 Eetwor! Academy. /onstructed buildings for vocational training centers to impart vocational training for school dropout children,students. 2ehabilitation of .ersons with Fisabilities6 .rovided study material" artificial limbs" calipers" speech trainer" group hearing aid" =raille computers for blinds" tricycles,cycle ric!shaw with ./8" Lios!s" ./8 booth" etc. 8ther Celfare Activities6 /onstructed community hall for villagers at .anewadi" Easi! for Young 4izoram Association at Aizwal" 4izoram. /onstructed reading room as rural library at =urdwan. .rovided blan!ets for slum children,villagers through EG8s" provided )1s" /omputers for benefit of prisoners of /entral Bail" 2aipur.

CHAPTER B . CONCEPTUAL FRAME WOR; STRESS MANAGEMENT

STRATEGIC O1ER1IEW, 8rganizational life is (uite stressful. Eew technologies" global competition" competitive pressures have multiplied the woes of employees in recent times. )o prevent executive burnout" companies have launched several innovative programs inside their campuses. +mployee counseling mentoring and helping processes have come to play a crucial role in tuning employees toward organizational needs. )he purpose of this is to highlight the magnitude of stress in0built in modern 'obs" bring out the importance of employee counseling and mentoring processes under the circumstances and pinpoint the important role of -2 managers in integrating employee expectations with organizational needs. 5A

0O/ STRESS INTRODUTION, 8rganizational life is (uite stressful. Cor! pressures" tight schedules" meetings that never seem to end on time" unhelpful colleagues" critical bosses" incompetent subordinates and a host of other irritating factors may all have a cumulative effect in ma!ing the lives of modern0day executives (uite miserable. As we all !now" stress is the body s reaction to any demand made on it. .erceptions of events" whether positive or negative" activate stress. It is" therefore" a highly individual affair. 4ild stress may improve productivity. It may force people to focus more sharply on the problem and produce solutions. It can lead to poor performance on the 'ob" excessive use of alcohol or other drugs" poor attendance or even overall poor health. In fact" there is growing evidence that undue stress is related to the diseases that are ma'or causes of death 3 coronary heart disease" stro!e" hypertension" diabetes" cancer" cirrhosis and also suicide. WHAT IS STRESSC &tress may be understood as state of tension experienced by individuals facing extraordinary demands" constraints or opportunities. )he pressures of modern life" coupled with the demands of 'ob" can lead to emotional imbalances that are collectively labeled V&)2+&& . -owever" stress is not always unpleasant. )o be alive means to respond to the stress of achievement and the excitement of a challenge. &tress is the spice of life and the absence of stress ma!es life dull" monotonous and spiritless. TWO FACES OF STRESS, )here are actually two faces of stress" as depicted in the following. /onstructive stress -igh Festructive stress

5H

%ow 2ust out =urn out %ow 4oderate -igh

/onstructive stress (+ustress as it is sometimes called< acts in a positive manner for the individual and the organization" e.g." winning a contest. +ustress can indicate a situation where the individual is in balance or within tolerable limits. )he figure shows that low to moderate amounts of stress can act in a constructive or energizing way. 4oderate stress can increase effort" stimulate creativity and encourage diligence in one s wor!. It can be e(uated with tension that causes you to wor! hard before exams" pay attention in class" and complete pro'ects and assignments on time. )he same positive results of stress can be found in the wor!place.

Festructive stress (Fistress< is not healthy for the individual and,or organization. Fistress would indicate effects that are out of balance or outside the tolerance limits. +xcessive stress may lead to over load and brea! down a person s physical and mental systems. .erformance can suffer as people experience illness brought on by very intense stress and,or react to high stress through absenteeism" turnover" errors" accidents" and dissatisfaction and reduced performance. 4anagers see! the positive performance edge provided by constructive &tress. At the same time" they must also pay attention to destructive &tress and its li!ely impact on people and wor! performance in a Eegative way. 8ne of the most difficult tas!s here is to ascertain the 8ptimum level of stress for yourself and for the person you supervise In the wor! place. 5J

OPTIMUM LE1EL OF STRESS, )he concept of an appropriate dosage of stress is highly important. &tress literature indicates that the ultimate goal is to reduce stress. It may be" but not necessarily. #or some people" the level of stimulation is very low; they are bored and need more excitement and challenge. If stress is a neural concept" then the goal is to reduce distress and maintain +ustress. )hus" we are concerned with maintaining balance and e(uilibrium" realizing that it a dynamic process. =alance here implies several things. #or example6 >ncertainty can lead to distress" but so can certainty or over control .ressure can produce distress" but so is lac! of contact or limbo. 2esponsibility can lead to distress" but so can lac! of responsibility or insignificance. .erformance evaluation can lead to distress" but so can lac! of feedbac! regarding your effort. 2ole ambiguity can lead to distress" but so can 'ob descriptions that constrain individuality. #or these and other factors" the important !ey is to find out an appropriate amount of stress for the organization in general and for each individual in particular (elaborated upon later<.

NATURE OF STRESS,* As pointed out previously" stress is a state of tension experienced by individuals facing extraordinary demands" constraints or opportunities. &tress can be either positive or negative. #or example" some new wor! situations can bring us positive challenges and excitement" while others are very disturbing and anxiety0arousing. >nfortunately for us" we live in an environment in which we must constantly face stress0producing situations.

5D

Ce cannot avoid them all" and we cannot fight them all. #or the most part" we choose to go along with them. )he ambiguous boss" the preferred opportunities" the multifarious relationships" increased mobility" heavy traffic" the extra 'ob" ris!y investments0 in general" Mlife in the fast laneN 3 which most of us experience" can be viewed as a series of stress0producing situations. /onse(uently" each of us faces in a wee! more of these stressors than our parents faced in a lifetime. Instead of arising and subsiding" stress stays with us and builds up. &tress is additive as it persists and grows; we begin to exhibit a wide variety of symptoms and effects which" for the most part" are dysfunctional and which" for some" are crippling or even fatal. THE GENERAL ADAPTATION SYNDROME, &elve considered stress as non0specific response to any demand made upon an organism. -e called the three phases of the defense reaction that a person establishes when stressed as the General Adaptation &yndrome (GA&<. &elve called the defense reaction" general because stressors had effects on several parts of the body; adaptation refers to a stimulation of defenses intended to help the body ad'ust to or deal with the stressors" and syndrome shows that individual pieces of reaction ta!e place more or less together. )he three distinct phases are !nown as6 Alarm" 2esistance and +xhaustion. )he alarm stage is the initial mobilization by which the body meets the challenge posed by the stressor. Chen a stressor is identified" the brain sends forth biochemical messages to all of the body s systems. 2espiration increases blood pressure rises" pupils dilate muscles tense up and so forth. If the stressor continues" the GA& proceeds to the resistance stage. )he signs of resistance stage include6 )ension" Anxiety and #atigue. )he person is now fighting the stressor. Chile resistance to a specific stressor may be high during this period" resistance to other stressor may be low. A person has only finite sources of energy" concentration" and ability to resist stressors. Individuals are often more illness0prone during periods of stress than at other times. +xhaustion occurs if the stressor continues and the body exhausts its ability to adapt. )he symptoms of this stage are similar to the alarm reaction. If the stress persists 5;

unduly" severe wear and tear will occur" resulting in damage to a local area or death to the organism as a whole. )his is" more or less" a Vfight or flight response. -ere" the autonomic nervous system ma!es dozens of immediate responses to prepare the body for physical action. Chen pedestrians are crossing the street and suddenly see a car speeding toward them" the alarm reaction prepares their bodies to (uic!ly get out of the way. &ome of the ma'or responses that the body ma!es during the alarm reaction may be listed thus" triggered off by the V+mergency hormone adrenaline shooting into the bloodstream.

PHYSIOLOGICAL RESPONSES TO AN ALARM REACTION, )he respiration rate to provide more oxygen. 2ed blood cells flood the bloodstream to carry more oxygen to the muscles. )he heart beats faster and blood pressure soars to provide blood to needed areas. &tored sugar and fats are converted to blood glucose to provide fuel for (uic! energy. =lood clotting mechanisms are activated to protect against possible bleeding. Figestion ceases to that blood may be diverted to muscles and brain. .erspiration and saliva increase. =owel and bladder muscles loosen. 4uscles tense in preparation for strenuous activity. )he pupils dilate" allowing more light to enter the eye. )he endocrine system increases the production of hormones.

9:

SYMPTOMS OF STRESS,* )here are a number of biological" psychological and behavioral changes which can be symptomatic of individual stress. /IOLOGICAL, )hese include lac! of appetite" craving for food when under pressure" fre(uent indigestion or heartburn" constipation or diarrhea" insomnia" constant tiredness" tendency to sweat for no good reason" nervous twitches" nail0baiting" headaches" cramps and muscle spasms" nausea" breathlessness without exertion" fainting spells" fre(uent crying or desire to cry" impotency or frigidity" inability to sit still without fidgeting" high blood pressure. PSYCHOLOGICAL6 A number of psychological changes can be symptomatic of excessive or persistent stress. )hese include negativism" expression of boredom" dissatisfaction" irritability" anger over unimportant issues" feelings of persecution" apathy" resignation" fantasy" forgetfulness" inability to concentrate" procrastination" inability to ma!e decisions" uncertainty about whom to trust" inner confusion about duties or roles" intolerance toward ambiguity" problems in dealing with new or strange situations" a tendency to mis'udge people etc." common general psychological stress symptoms include anxiety and depression. /EHA1IOURAL, )hese include constant irritability with people" feeling unable to cope" lac! of interest in life" constant or recurrent fear of disease" a feeling of being a failure" a feeling of being bad or of self0hatred" difficulty in ma!ing decisions" a feeling of ugliness" lac! of interest in other people" awareness of suppressed anger" inability to show true feelings" a feeling of being the target of other people s animosity" loss of sense of humor" feeling of neglect" dread of the future" a feeling of having failed as a person or parent" a feeling of having no one to confide in" difficulty in concentrating" the inability to finish one tas! before rushing on to the next" an intense fear of open or enclosed spaces or of being along. Among the more common indicators are the sudden changes in weight"

91

smo!ing habits or use of alcohol. /hanges in appearance such as dress" complexion or hairstyle may occur during a stressful period. SOURCES OF STRESS,* &tressors are the things that cause stress. It is important for a manager to understand and be able to recognize stressors because they cause 'ob0related stress" which influences wor! attitudes and behavior. ORGANISATIONAL FACTORS, +) OCCUPATIONAL DEMANDS, &ome 'obs are more stressful than others. According to the Eational Institute for 8ccupational &afety and -ealth" the following 'obs are considered to be more stressful.

%aborer &ecretary Inspector /hief laboratory technician 8ffice manager #orman 4anager,administrator Caitress,waiter 4achine operator #arm owner

95

4iner .ainter

+) ROLE CONFLICT,

A 2ole is nothing but a general set of guidelines indicating how persons holding certain positions should or ought to behave. #or example" top managers are expected to be decisive and aggressive" while salesmen are expected to be friendly and cheerful. )eachers are expected to be sympathetic and considerate whereas the .rincipal of a college is expected to be tough and demanding. )hese expectations" unfortunately" may cause lot of discomfort and stress to the parties involved.

-) ROLE AM/IGUITY,

2ole ambiguity occurs when position holders are uncertain about limits of their authority and that of others" company rules" 'ob security and the methods used to evaluate their wor!. 2esearch studies have indicated that the more ambiguity a person reported" the lower the person s utilization of intellectual s!ills" !nowledge and leadership s!ills.
.) ROLE O1ERLOAD,

Imagine for a moment about an executive who is attempting to dictate a letter" tal! on three phones" conducting an interview and writing a report all at the same time. )here is no use trying to do too much in too little time.
2) ROLE UNDERLOAD,

At the other extreme" having nothing to do or being as!ed to do too little in one s wor! can also is (uite stressful. &ales people in a store with no customers" standing around all day with nothing to do could be said to experience role under load. Assembly line wor!ers also generally experience role under load can load to 99

many of the same problems as role overload; low self esteem" increased fre(uency of nervous symptoms and complaints" increase health problems.
3) INTERPERSONAL RELATIONSHIP,

Another source of stress in organizations is poor interpersonal relationships with others" be they supervisors" cowor!ers" subordinates or clients. Chen interpersonal relationships at wor! are not pleasant" employees develop a generalized anxiety" a feeling of fear about upcoming meeting and interactions.
4) INEFFECTI1E COMMUNICATION,

&tress can result from a lac! of communication or from a lac! of the right !ind of communication at the right time. Ce begin to see the world differently and we tend to interpret communication efforts differently.
D) RESPONSI/ILITY,

Any type of responsibility can be burdensome people. Fifferent types of responsibility function differently as stressors. 8ne way of classifying this variable is in terms of responsibility for people versus responsibility for things.

E) 0O/ CHANGE, Individuals and wor! undergo constant changes as organizations try to become more competitive and aggressive in the mar!etplace. )hese changes can cause stress for the 'ob holder. #or example" a ban! may computerize its accounting function. F) CLIMATE WITHIN A COMPANY, +mployees can also experience stress when they feel that they should get more money for their wor!" of if company restrains them from doing things they feel they must do to be effective in their 'ob.#or example" a manager wishes to assign a few extra duties to and individual for a special pro'ect but union regulations do not permit it. 9?

ORGANISATIONAL STRESSORS,* ADMINISTRATI1E POLICIES AND STRATEGIES,* Fownsizing /ompetitive pressures 4erit pay plans 2otating wor! shifts =ureaucratic rules Advanced technology

ORGANISATIONAL STRUCTURE AND DESIGN /entralization and formalization %ine0staff conflicts &pecialization 2ole ambiguity and conflict Eo opportunity for promotion 2estrictive" untrusting culture

ORGANISATIONAL PROCESSES )ight controls 8nly downward communication %ittle performance feedbac! /entralized decision ma!ing %ac! of participation in decisions .unitive appraisal systems

WOR; CONDITIONS,* /rowded wor! area Eoise" heat" or cold .olluted air &trong odor 9A

>nsafe" dangerous conditions .oor lighting .hysical or mental strain )oxic chemicals or radiation

PERSONAL FACTORS, 1. THE IMPACT OF LIFE CHANGE, )raumatic experiences in life (death of a loved one" death of pet animal" divorce" loss of family estate etc."< can have significant impact on the psychological well0being of an individual. 2esearch studies have also indicated the fact that when individuals undergo extremely stressful changes in their lives" their personal health often does suffer. 5. TYPE GAH AND TYPE G/H PERSONALITIES, /ardiologists #riedman and 2oseman have identified several personality characteristics of people who are most prone to stress. &uch people" called as )ype A personalities" gravitate toward occupations that encourage heavy wor!. )hey are fre(uently found to heavy smo!ers. )ype = s on the other hand" wor! at a steadier pace. )hey do not wor! against the cloc!. )hey set reasonable targets for themselves and do not feel the pressure. )hey characteristics of )ype = personalities may be stated in the followingQ

Is not concerned about time. Is patient. Foes not brag. .lays for fun" not to win. 2elaxes without guilt. -as no pressing deadline. Is mild mannered. 9H

Is never in a hurry.

.) EITERNAL v ) INTERNALS AND THE /ELIEF IN EITERNAL LOCUS OF CONTROL6 A person s belief in locus of control is related to susceptibility to 'ob stress. .eople with an internal locus of control feel that their fate is pretty much under their control. +xternals loo! to outside forces as controlling their fate. )hey generally feel that their fates are determined by events and forces beyond their control. 2) OTHER REASONS, In the race to the top" many aspirants who do not ma!e it ultimately" experience feelings of failure" frustration and resentment. #amily responsibilities sometimes clash with organizational demands. .eople experience role conflicts because wor! and family place overlapping demands upon their limited time.

CONSE6UENCES OF STRESS,* &ub'ective effects6 Anxiety" aggression" apathy" boredom" depression" fatigue" frustration" guilt and shame" irritability and bad temper" moodiness" low self0 esteem" tension" nervousness" and loneliness. =ehavioral effects6 Accident proneness" drug use" emotional outbursts" excessive eating or loss of appetite" excessive drin!ing and smo!ing" excitability" impulsive behavior" impaired speech" nervous laughter" restlessness and trembling. /ognitive effects6 Inability to ma!e decisions and concentrate" fre(uent forgetfulness" hypersensitivity to criticism and mental bloc!s. .hysiological effects6 Increased blood and urine catecholamine and corticosteroids" increased blood glucose levels" increased heart rate and blood pressure" dryness of

9J

the mouth" sweating" dilation of the pupils" difficulty in breathing" hot and cold spells" lump in the throat" numbness and tingling in parts of the limbs. 8rganizational effects6 Absenteeism" poor industrial relations and poor productivity" high accident and labour turnover rates" poor organizational climate" antagonism at wor! and 'ob dissatisfaction. MANAGEMENT OF STRESS,* It is not true that employees do not want any stress at wor!. As the current research evidence indicates" employees are energized and motivated by moderate amounts of stress. Chat most people want in the wor!place is a challenging 'ob assignment followed by moderate doses of competitive spirit" constructive conflict and zeal to get ahead of others. )here are a variety of ways in which individuals cope" or deal with stress at wor!. =roadly" these could be classified into two categories6 Individual coping strategies and 8rganizational coping strategies. INDI1IDUAL COPING STRATEGIES,* Chy do some people seem to experience more stress than others or seem to experience stress in situations that leave other people unaffected. TIME MANAGEMENT, Inability to manage time could create stressful situations on the 'ob (uite fre(uently. >nfinished wor!" critical remar!s from boss and colleagues" comments from subordinates in hushed tones" misplaced papers" may all ma!e the life of an executive (uite miserable. )o overcome such situations" one must pay attention to the following ideas suggested by the leading trainers" &an'eev Fuggal in )he Global 4anager" 1;;J.

TIME THOUGHTS,

You cannot control how much time you have but you can control how to use it. )ime is finite and it needs utilization when it is available. 9D

Criting a daily plan" listing priorities that re(uire attention help us save lot of time while at wor!.

)ime cannot be managed li!e other resources; rather you have to manage yourself in relation to time.

TIME WASTERS /an t say no

CAUSES wants to be a nice guy all the time don t !now how to say no fear of saying Vno to the boss

SOLUTIONS You can t please everyone all the time. =etter to assert yourself

&ay Vno and explain priorities and agreed actions" if pushed" adapt but explain what you feel will not get done. /ontrol yourself if others can handle the situation do not entangle yourself

Attempting much

too

-aving capabilities which are in demand An excessive desire to appear over cooperative 8ver corresponding +xcessive ambition and need to achieve

Fo not !eep saying yes because of your Vnice guy hang0up &top !illing yourself" !eep perspective

9;

.oor communication

Insufficient feedbac!. Fisorganized method. use of

Gather

and

analyze

on

feedbac!" have meetings to get feedbac! from others. Fon t be defensive to constructive criticism. Fon t 'ust use a method; thin! which method would be the best. Adaptyour communication to the needs of others. Fefine pre0set time limits" pre0 handle. =e fran! and assert that you would li!e to end now. &et time for ta!ing calls. -ave a screening methodology. &et ob'ectives; evaluate alternatives li!e phone call" letter or conference call. )a!e early flights to" late flights out. Leep reference diary,folder in hand0baggage" !eep it on the top. Fefine what can be done by others while you are out. Fon t meet without a purpose or agenda. 8nly involve those who are needed. Indentify which areas need meeting and which don t set time limits.

)elephone interruptions

Eot

able

to

terminate

conversations. %ac! of delegation. Eo organization or plan for handling. >nclear purpose. .oor use of travelling time. Eot delegating while you are away.

>nplanned travel

4eetings

%ac! of ob'ectives. )oo many,too few. #ailure to summaries or follow up.

1isitors unannounced

+xpecting subordinates to ?:

Implement V(uiet hour " Vno

chec! excessively.

with

you

meeting hour etc." =e available but on a need assist basis. &tand up when people come in" !eep standing. &et personal standards for all your !ey areas. &et deadlines for yourself and for others. 2emember people focus on what you inspect" not expect" including you. /omplete tas!s once started. )a!e brea! where no one is wor!ing. /ontrol yourself. Fistinguish between necessary socializing and needless socializing.

Eo prioritizing or planning of your own non0 availability. %ac! of standards.

%ac! discipline

of

self

&ocializing

Fesire

for

change

in

environment. )hin!ing it is important for your business.

.rocrastination

Foing the easy things first and leaving the difficult for later.

Attac! the difficult first" the easy is easy. 2ecognize this as Vrationalization .

.ersonal disorganization

MI

will

wor!

under

VBust do it . >se a planner. #ollow a Vto do list. Fon t try to remember what can be retrieved.

pressureN" syndrome. #ear of forgetting" #ear of loss of control VI syndrome.

-ave systems to provide need based information; do not clutter yourself with all the information and file.

2ecognize

that

excessive

power also indicates indecision" procrastination and insecurity. ?1

TIPS FOR TIME MANAGEMENT,0

/arry your Vto do list with you at all times. .ut all the tas!s you need to remember however small" on the list. Felegate or choose not to do some tas!s. 2eview the list in the evening. Crite a new list every day. As! yourself Vis this importantW /hec! if you need to do a tas! at all. Fo the most difficult part first. Fo it now. %oo! consciously for tas!s which you can delegate. .raise the results after you have delegated the tas!s. .rovide action plans for moments when problems might arise. 8pen your mail near the wastebas!et and discard the envelopes. +nter the !ey details of meetings immediately in your diary.

TIME WASTERS, CAUSES AND SOLUTIONS, ?5

+) EIERCISE,

.hysically inactive individuals have a higher incidence of heart attac!s and dearth than do active individuals. +xercise" as most of the studies indicate" reduces depression" anxiety and phobias. Chen you do the exercise regularly" the day0long tension on the 'ob is given a decent burial.
-) MEDITATION AND RELAIATION,

4ind gets the needed relaxation when we engage in a creative hobby li!e painting" reading" gardening etc." the wonderful effects of prayer as a relaxation measure have been well0documented in our ancient scriptures. 4editation also helps in putting our nagging thoughts to rest. 4editation is a way of focusing on something in a relaxed state in a serene and (uiet environment. You can focus on muscular relaxation" an image" an ob'ect" a symbol" a point or anything you li!e. )he advocates of )ranscendental 4editation have scientifically proved the beneficial impact of the techni(ue on human brain in recent times.

/ENEFITS OF REGULAR EIERCISE, =+E+#I)& )8 81+2A%% -+A%) Increase strength and endurance. 4ore efficient use of energy even in mental tas!s. Improved grace"poise and appearance. .roper circulation is maintained. &.+/I#I/ =+E+#I)& )8 )-+ -+A2) 2esting heart rate is lowered" meaning that the heart does not have to wor! as hard as to circulate blood to the body. /ardiac output is increased" meaning that under stress" the heart Improved posture and muscle tone. 2eduction of chronic tiredness and tension. Improved ulcers" pains and stiffness. 2eduction in degenerative ris! factors. is better able to distribute blood. ?9 +lasticity of arteries is increased Adrenal secretions in response to emotional stress are lowered. %actic acid causing fatigue is more efficiently eliminated. -eart muscle and additional blood

vessels within it are formed.

An article published in the -industan )imes" dated 91.1.1;;D catalogues other individual coping strategies thus6
;EEP A PET,

)here is nothing funny about !eeping a pet. 2esearch has indicated that !eeping a pet can be a very effective stress !iller. #amilies that have a dog or a cat or for that matter any !ind of pet" suffer from fewer stress related afflictions that families without pets. And you don t re(uire a pedigreed pet to fight stress; even a mongrel is capable of giving you the love and companionship you need to distress yourself. .eople living in small houses can even settle for a parrot or a goldfish.
PRAYERS,

=eing religious helps in controlling stress. .rayers and meditation had done in private often provide cathartic release. 2esearch has proved that faith and religion do wonders for individuals under stress. It could be the comfort" hope and spirituality that come with religious feelings that alleviate tension. VFon t believe itW )ry singing hymns or bha'ans in a group. Eot only will you forget your worries" you will come out feeling Vcleansed " refreshed and re'uvenated.

SING ALOUD,

It doesn t matter if you don t sound too good or the neighbors ob'ect. &inging gives that release of emotions (and power to the lungs< which helps you live with fewer frowns. &hyW Cell" one can always start in the bathroom and then graduate to the living room. &inging is an ac!nowledgement of the wonders of creation" the 'oy of living and a vocalization of inner feelings. ??

LAUGHTER: THE ELIIIR,

=rea! into laughter and see the tension dissolve around you. A good laugh relaxes the mind" exercises facial muscles" reduces blood pressure and improves circulation. %aughing heartily is one of the best ways of getting rid of the frustration and tensions of modern existence. Fevelop a sense of humor6 it will wor! wonders for you as well as your family.

SLEEP RIGHT,

A sleeping beauty is less li!ely to be prone to stress than a wor!aholic. Eapping and dozing can refresh and relax. /atching those ?: win!s is a sure way to peace and tran(uility. .eople with chronic sleep problems then to get tied and stressed more often than those who mange to grab ade(uate sleep.
SPEND TIME WITH CHILDREN,

/hildren have a therapeutic effect on people who spend time playing with them. )heir innocence and capacity for happiness can be infectious. An hour spent with children can bring loads of relaxation and happiness. .arents should spend more time with their children. You ll see stress thinning out once you start interacting with !ids. And it doesn t cost too much either.

TA;E A WAL;,

Cal! in the mornings" wal! in the evenings" and wal! 'ust about any time. Cal! with friends or wal! alone but do try long wal!s for cutting down on stress. Cal!ing is one exercise which doesn t have a cut0 off age. It has no side effects" doesn t need any special e(uipment and can be done anytime. It is also a refreshing exercise which wor!s on almost all ma'or muscle groups.

?A

MA;E FRIENDS,

#riends are for all times" especially when you are down in the dumps and need a shoulder to cry on. )hey are great sounding boards for your worries and tensions. =ut one must ta!e care to have a few reliable and good friends instead of several fair weather ones. &o go all out and ma!e friends who can help you 'ust as you can help them.
DARE TO DREAM,

+veryone has secret dreams and ambitions. )hey may be simple or complex but they are closest to our hearts. 4ost of us don t want to share our dreams with people lest they laugh at us. =ut the truth is that it is these dreams that !eep us going. )hey add color to our lives; give us hope and the drive to carry on. And if you find someone to share your dreams with" nothing li!es it. ORGANIJATIONAL COPING STRATEGIES, &tress management includes stress prevention also. )his is best achieved through certain organizational coping strategies. )hese include6 1. ROLE CLARITY,* Fefine employee roles clearly. +mployees must have a clear understanding of the 'ob. )hey must !now what the company expects and be confident that they can meet these expectations. &tress" most often" occurs when employees are not very sure about their wor! roles or fear they cannot do their 'obs. Chen excessive stress is present in a role" management can initiate steps such as6 2edefining the person s role. 2educe overload by redistributing the wor!. &et up procedures to prevent hindrances to wor!.

?H

Arrange for a meeting of all those involved in a messy situation and try to find a way out.

4a!e the 'ob intrinsically meaningful" challenging and rewarding.

-) SUPPORTI1E CLIMATE, #actors such as freedom to thin! and act independently" a certain amount of informality with !ey employees" clear communications" participative decision ma!ing" and friendly conversations 3 all help in reducing stress levels in an organization. If practiced regularly" they also reveal a supportive organizational climate where everybody is willing to contribute his best and share the rewards thereafter. )here is very little room for disruptive political games" and conflicts to occur" vitiating the whole atmosphere. A friendly" supportive climate builds trust and confidence among employees and they will be (uite happy to extend a helping hand to management" whenever re(uired.
.) CLEAR CAREER PATHS,

)o reduce uncertainty" each employee must be sure of where he is heading or" say after A years within the same organization. A clear career path and 'ob rewards and benefits that follow committed service would go a long way in preventing or reducing stress levels greatly.

2) COMPANY*WIDE PROGRAMMES,

A variety of programs can be used to manage wor! stress. )hese include6 ?J

/84.AEY0CIF+ .28G2A44+& )8 4AEAG+ &)2+&&6 Bob enrichment. +mployee counseling. )raining and development programs. +stablishing autonomous wor! groups. +stablishing variable wor! schedules. &etting up health clubs and offering health facilities. &ervice benefits including marriage gifts" birthday bonus" transport subsidy" long service bonus. #amily planning gifts" health club memberships" credit cards" housing,car loans etc."

/URNOUT, A phenomenon that is receiving great attention in recent times is the problem of burnout. Generally spea!ing" everyone is a potential candidate for burnout. =ut the most li!ely candidate to face this serious problem is the over0achiever. In the words of -erbert B. #reudenberger" burnout is a state of fatigue or frustration brought about by devotion to a cause" way of life or relationship that failed to produce the expected reward. It may be defined as the total depletion of physical and mental resources caused by excessive striving to reach an unrealistic wor!0related goal.

SYMPTOMS OF /URNOUT,* ?D

&ome of the symptoms of burnout include6 chronic fatigue" anger at those ma!ing demands" self0criticism for putting up with demands; negativism and irritability; a sense of being besieged; and hair0trigger display of emotions. 8ther symptoms include recurring health problems" such as ulcers" bac! pain or fre(uent headaches. )he burnout victim is generally unable to maintain an even !eel emotionally. )he victim may burst out often and express his rage and hostility in totally inappropriate circumstances. %et s loo! into the chec!list provided by Andrew B. Fubrin in this regard6

REDUCING /URNOUT,

C. &. .aine suggested four techni(ues to reduce burnout. )hese are6

IDENTIFICATION,

)his is the analysis of the incidence" prevalence and features of burnout individuals" wor!groups and subunits in an organization.
PRE1ENTION,

in

&erious attempts should be made to prevent burnout process before it begins through employee wellness programs. )hese programs focus on such things as smo!ing cessation" weight control" physical fitness" high blood pressure control" nutrition education and stress management.
MEDIATION,

)his involves procedures for slowing" halting or reversing the burnout process.
TEMEDIATION,

)echni(ues are designed for persons who are already burned out or are rapidly reaching the end stages of this process. =urnout is a logical but avoidable response to prolonged stress. It can be avoided or relieved by avoiding career ruts" staying physically active" focusing on non0business ?;

relationships" stimulating the intellect" ma!ing spiritual discoveries and consciously improving one s life0style. TEMPORARY ESCAPE TECHIN6UES,* &pend time reading those boo!s you re been promising yourself you d read. Go to the movies. %isten to good music. Cor! it off by exercising. Avoid striving. &hun the super person urge. Give in more often. /reate a (uiet scene and escape for a while. >se Mnot nowN buttons. .lan your wor!. Crite a letter. )a!e an adult education course. )a!e a wal!. )al! it out" confide in someone you trust. /ry. )a!e a bubble bath. #ocus on en'oyment. Avoid ma!ing too many big changes at once. =e realistic. )ac!le one tas! at a time. -it a tennis ball against a wall and wor! off your anger. Fo something for others. Go easy with criticism. +stablish a nutritious diet.

EMPLOYEE COUNSELLING,* A:

INTRODUCTION,

/ounseling is a dyadic relationship between two persons6 a manager who is offering help (counselor< and an employee whom such help is given (counselee<. It may be formal or informal. #ormal counseling is a planned and systematic way of offering help to subordinates by expert counselors. Informal counseling is concerned with day0to0day relationships between the manager and his subordinates where help is readily offered without any formal plan. At this stage it may be useful to differentiate employee counseling from coaching. #or instance" we typically use counseling when a performance problem arises such as fighting" stealing" unexcused absence etc.

PERFORMANCE COUNSELLING,

.erformance counseling involves helping an employee understand his own performance" find where he stands in relation to others and identify ways to improve his s!ills and performance. It focuses" essentially" Mon the analysis of performance of the 'ob and identification of training needs for further improvementN.

FEATURES OF COUNSELLING,

)he focus is on developmental" educational" preventive concerns. .rocesses such as guidance" classification" suggestion etc." are commonly employed. )he emphasis is on problem0solving and situational difficulties. )he relationship between the counselor and the counselee is friendly" advisory" helpful and trustworthy. )he aim is to clear the mind of cob0webs" mental bloc!s and improve personal effectiveness.

O/0ECTI1ES,

/ounseling helps a person overcome emotional problems and wea!nesses relating to performance. It aims at developing the counselee fully. It involves the followings. -elp him realize his full potential. -elp him understand his strengths and wea!nesses. A1

Gain insight into his behavior and analyze the dynamics of such behavior. -elp him understand the wor! environment better. .rovide an empathic climate where he can discuss his tensions" conflicts" concerns and problems. Increase his personal and inter0personal effectiveness through prompt feedbac! about his behavior. .repare action plans for improving his behavior and performance.

/ENEFITS,

.erformance counseling ta!es a positive approach. )he underlying philosophy is (uite simple6 .eople can grow and improve their competence and performance with timely help and proper coaching. VAn effective counselor 3 manager is one who helps his employees to become more aware of their strengths and wea!nesses and helps them to improve further on the strong points and overcome wea!nesses . /ounseling" generally spea!ing" offers the following benefits to the counselee6 -e learns to respond and ad'ust more positively to people and situations. -e is able to improve his personal effectiveness. -e is able to clear the mind of emotional irritants; overcome his personal wea!nesses and wor! more effectively. -e feels more relaxed when he is able to share his concerns and problems with a trusted friend" the counselor who assures confidentiality and extends a helping hand readily.
THE PROCESS OF COUNSELLING, SE6UENTIAL STEPS,

)he counseling process has three phases6 1. 2apport =uilding. 5. +xploration. 9. Action planning.
RAPPORT /UILDING,

A5

Initially the counselor0manager should level himself with his employee and tune himself to his orientations. General opening rituals li!e offering a chair" closing the door to indicate privacy" as!ing the secretary not to disturb are all important in demonstrating the manager s genuine interest in employee s problems. )he counselor must listen to the feelings and concerns of the employed carefully and attentively. %eaning forward and eye contact are important signs of active listening. )he employee must feel that he is wanted and the counselor is interested in him genuinely.

EIPLORATION,

=esides active listening" the counselor should help the employee find his own wea!nesses and problems through open and exploring (uestions. -e should be encouraged to open up fully and tal! more on the problem. )his would enable both parties to uncover various dimensions of the problem clearly. 8nce the !ey issue is identified" it should be diagnosed thoroughly. 8pen (uestions li!e 0 why do people pic! arguments with youW 8n what occasions did you try to get ahead in the raceW Cho are coming in your way and whyW 3 may help the employee visualize the problem from different angles. )he whole exercise is meant to generate several alternative causes of problem.
ACTION PLANNING,

/ounseling should finally help the employee find alternative ways of resolving a problem. )he list of alternatives could be generated after two or three brain storming sessions. )he merits and limitations of each course of action could also be identified and the best course of action pic!ed up 3 !eeping the bac!ground factors in mind. )he employee should be encouraged to self 3 monitor the action plan without see!ing further help from the counselor. )he counseling sessions could be monitored and reviewed at regular intervals later on. &tress is a term in psychology and biology" first coined in the biological context in the 1;9:s" which has in more recent decades become commonly used in popular parlance. It refers to the conse(uence of the failure of an organism 3 human or animal 3 to respond appropriately to emotional or physical threats" whether actual or imagined. A9

&igns of stress may be cognitive" emotional" physical or behavioral. &igns include poor 'udgment" a general negative outloo! excessive worrying" moodiness" irritability" agitation" inability to relax" feeling lonely" isolated or depressed" aches and pains" diarrhea or constipation" nausea" dizziness" chest pain" rapid heartbeat" eating too much or not enough" sleeping too much or not enough" social withdrawal" procrastination or neglect of responsibilities" increased alcohol" nicotine or drug consumption" and nervous habits such as pacing about" nail0biting and nec! pains

CHAPTER*2
RESEARCH METHODOLOGY

RESEARCH METHODOLOGY,* )he system of collecting data for research pro'ects is !nown as research methodology. )he data may be collected for either theoretical or practical research for example management research may be strategically conceptualized along with operational planning methods and change management. A((ordi!= to Red5a! a!d Morr&, M2esearch is a systematized effort to gain new !nowledgeN A((ordi!= to Fra!(i R$55e#,*K2esearch is a careful in(uiry or examination to discover new information or relationships and to extend and to verify existing !nowledgeN. NATURE OF RESEARCH,* 2esearch is a systematic and critical investigation into a phenomenon. It is not a mere compilation" but a purposive investigation; it aims at describing" interpreting and explaining a phenomenon. It adopts scientific method. It is ob'ective and logical" applying possible tests to validate the measuring tools and the conclusions reached. It is based upon observable experience or empirical evidence. It emphasizes the development of generalization" principles or theories. )he purpose of 2esearch is not to arrive at an answer" which is personally pleasing to the researcher" but rather one" which will stand up the test of criticism. A?

2esearch is directed towards findings answers to pertinent (uestions and solutions to problems. It is trans0disciplinary in nature

Re ear(h Pro(e ,
2esearch process consists of series of actions or steps necessary to effectively carry out research and the desired se(uencing of these steps.)he steps involved in research process are as follows6 Fefine research problem 2eview concepts and theories 2eview previous research finding #ormulate hypothesis Fesign research (including sample design< /ollect data (+xecution< Analyze data ()est hypothesis if any< Interpret and report

AA

O/0ECTI1ES ON RESEARCH,* )he purpose of research is to discover answers to (uestions through the application of scientific procedures. +ach specific study has its own purpose but the main ob'ectives of any research are as follows60 2esearch +xtends Lnowledge. 2esearch >nravels the 4ysteries of Eature. AH

2esearch +stablishes Generalizations and General %aws. 2esearch 1erifies and )ests. General %aws Feveloped through 2esearch. 2esearch Analyze Inter0relationships. Applied 2esearch Aims at #inding &olutions. It aims to develop )ools" /oncepts. 2esearch Aids in .lanning.

MOTI1ATION IN RESEARCH,* Chat ma!es people to underta!e researchW )his is a (uestion of fundamental importance. )he .ossible motives for doing research may be either one or more of the following6 1. Fesire to get a research degree along with its conse(uential benefits. 5. Fesire to face the challenge in solving the unsolved problems" i.e." concern over practical. .roblems initiates research; 9. Fesire to get intellectual 'oy of doing some creative wor!; ?. Fesire to be of service to society; A. Fesire to get respectability. H. -owever" this is not an exhaustive list of factors motivating people to underta!e research studies. J. 4any more factors such as directives of government" employment conditions" curiosity about new D)hings" desire to understand causal relationships" social thin!ing and awa!ening" and the li!e may as well motivate (or at times compel< people to perform research operations

TYPES OF RESEARCH,* )ypes of research can be classified in many different ways. some ma'or ways of classifying research include the following.

Fescriptive versus Analytical 2esearch Applied versus #undamental 2esearch 7ualitative versus 7uantitative 2esearch /onceptual versus +mpirical 2esearch

+) De (riptive ver $ A!a#&ti(a# Re ear(h,* Fescriptive research concentrates on finding facts to ascertain the nature of something as it exists. In contrast analytical research is concerned with determining validity of hypothesis based on analysis of facts collected. -) App#ied ver $ F$!da5e!ta# Re ear(h,* AJ

Applied research is carried out to find answers to practical problems to be solved and as an aid in decision ma!ing in different areas including product design" process design and policy ma!ing. #undamental research is carried out as more to satisfy intellectual curiosity" than with the intention of using the research findings for any immediate practical application. .) 6$a#itative ver $ 6$a!titative Re ear(h,* 7uantitative research studies such aspects of the research sub'ect which are not (uantifiable" and hence not sub'ect to measurement and (uantitative analysis. In contrast (uantitative research ma!es substantial use of measurements and (uantitative analysis techni(ues. 2) Co!(ept$a# ver $ E5piri(a# Re ear(h6 /onceptual research is involves investigation of thoughts and ideas and developing new ideas or interpreting the old ones based on logical reasoning. In contrast empirical research is based on firm verifiable data collected by either observation of facts under natural condition or obtained through experimentation.
So5e Other T&pe o' Re ear(h,*

+xploratory 2esearch. -istorical 2esearch. +xperimental 2esearch. +x0post #acto 2esearch.

Re ear(h Approa(he )he above description of the types of research brings to light the fact that there are two basic approaches to research" viz." (uantitative approach and the (ualitative approach. )he former involves the generation of data in (uantitative form which can be sub'ected to rigorous (uantitative analysis in a formal and rigid fashion. )his approach can be further sub0classified into inferential" experimental and simulation approaches to research. )he purpose of inferential approach to research is to form a data base from which to infer characteristics or relationships of population. )his usually means survey research where a sample of population is studied ((uestioned or observed< to determine its characteristics" and it is then inferred that the population has the same characteristics .+xperimental approach is characterized by much greater control over the research environment and in this case some variables are manipulated to observe their effect on other variables. &imulation approach involves the construction of an artificial environment within which relevant information and data can be generated. )his permits an observation of the dynamic behavior of a system (or its sub0system< under controlled conditions. )he term Vsimulation in the context of business and social sciences AD

applications refers to Mthe operation of a numerical model that represents the structure of dynamic process. Given the values of initial conditions" parameters and exogenous variables" simulation is run to represent the behavior of the process over time.NA &imulation approach can also be useful in building models for understanding future conditions. Si=!i'i(a!(e o' Re ear(h,* )he purpose of research is to inform action. )hus" your study should see! to contextualize its findings within the larger body of research. 2esearch must always be high (uality in order to produce !nowledge that is applicable outside of the research setting with implications that go beyond the group that has participated in the research. #urthermore" the results of your study should have implications for policy and pro'ect implementation. 2esearch Inculcates &cientific )hin!ing. Increasing 2ole of 2esearch. =asis for government .olices. &olving 8perational and .lanning .roblems. Important for &ocial &cientists.

Data (o##e(tio! 5ethod ,

)he data re(uired for the study has been collected from both primary and secondary sources. Pri5ar& data, .rimary data can be collected on the basis of the following methods 8bservation method Interview method )hrough (uestionnaires )hrough schedules 8thers methods including 0 0 0 0 0 0 0 Carranty cards Fistributor audits .antry audits /onsumer panels >sing mechanical devices Fepth interviews /ontent analysis

A;

In this pro'ect I have collected primary data through interviews and by circulating (uestionnaires. Se(o!dar& data, &econdary data is defined as the data which is already available. )he secondary data is collected by referring the magazines" 'ournals" official websites and many other publications. It is also collected from the company records and reports updated time to time.

H:

CHAPTER*3

STUDY O/SER1ATIONS

1<. -ow do you overcome stressW

a. =y finding solutions 5:

b.=y staying calm and focused 5;

c.=y Yoga

d.=y watching a movie to divert attention D

e.&pending with family 5?

e.If any other specify 11

H1

I!terpretatio!60 #rom above pie chart 5:@ of people overcome stress by finding solutions"5;@by staying calm and focused"D@ by yoga"D@ by watching a movie"5?@ by spending time with family and 11@ by other reasons. +very employee has adopted various methods to overcome stress li!e outing with friends and family" listening to classical and devotional music" doing meditation. &ome of the employees have adopted all the six methods to overcome stress.

5< Fo you find unhealthy wor!ing conditions in your organizationW a. 1ery 8ften A b.8ften 1; c.1ery 2arely 1A d.2arely ?9 e.Eever 1D

I!terpretatio!,* H5

#rom above pie chart 5:@ of employees very often"1;@ of employees often"1A@ of employees very rarely"?9@ of employees rarely"1D@ of employees never found unhealthy wor!ing conditions in -./%. 1ery few employees faced unhealthy wor!ing conditions in -./%" -ygiene methods should be adopted. 2efinery employees are more in number compared to other departments facing unhealthy wor!ing conditions. +xtra care should be ta!en in refinery.

9< Fo you find leisure time at wor!W a. Yes 1; b.Eo 5D c.&ometimes ?1 d.2arely 15

I!terpretatio!, #rom above pie chart 1;@ of employees find leisure time at wor!" 5D@ of employees could not find any leisure time at wor!" ?1@ of employees sometimes find leisure time at wor!" 15@ of employees rarely find leisure time at wor!. %eisure time is re(uired to bring out better results from employees. )a!ing fifteen to ten minutes brea! helps to get relief from &tress. H9

?< Foes wor! put strain on your family relationshipsW a. Yes 9 b.Eo 9H c.&ometimes ?9 d.2arely 1H e./an t &ay 5

I!terpretatio!,* About 9@ of employees had faced stress if family relationships due to wor!"9H@ of employees never faced any stress"?9@ of employees sometimes faced stress"1H@ of employees rarely faced stress"5@ of employees faced stress in family relations due to H?

wor!. )his has to be controlled by adopting some of the precautionary measures li!e meditation and yoga. Cor! should not be carried to home.

A< Fo you feel that there is more wor! to do then you practically have the ability to doW

a. Yes 51

b.Eo 5A

c.&ometimes 5D

d.2arely 5:

e./an t say H

I!terpretatio!,*About 51@ of the employees are facing overload of wor!"5A@ of the employees are not facing overload of wor!" sometimes 5D@ of employees facing overload of wor!" rarely 5:@ of employees are facing overload of wor!"H@ of employees are unable to express whether there facing overload of wor! or not. +mployee should not be forced to do wor! then they practically have the ability to do. HA

H< Fo you find yourself getting easily irritated by small problems (82< by your wor!ers and teamW a. Yes 15 b.Eo 9? c.&ometimes 5J d.2arely 5H e./an t say 1

I!terpretatio!,* #rom above pie chart 15@ of the employees agree" 9?@ of employees do not agree" sometimes 5J@ of the employees" rarely 5H@ of employees are easily irritated by small problems or by wor!ers and team in the organization. )his is to be controlled by doing yoga and meditation. /oordination should be there between employees. HH

J< Fo you feel that you are not getting what you want out of your 'obW a. Yes 5J b.Eo 5A c.&ometimes 95 d.2arely 19 e./an t say 9

I!terpretatio!,* #rom above pie chart 5J@ of the employees are satisfied"5A@ of the employees are not satisfied"95@ of the employees sometimes satisfied"19@ of the employees are rarely satisfied and getting what they want out of there 'ob"9@ of the employee are unable to express whether they are satisfied or not. )he employees should be provided with all the facilities. HJ

D< &pending time with your family reduces stress6 a. -ighly agree ?? b.Agree ?? c.-ighly Fisagree ? d.Fisagree A e./an t say 9

I!terpretatio!,*#rom above pie chart ??@ of the employees highly agree"??@ of the employees agree"?@ of the employees highly disagree"A@ of the employees disagree"9@ of the employees can t say spending time with family reduce stress. &pending time with family reduce stress. )he employees should be provided with ade(uate wor!ing hours" so that employees can spend (uality time with family. HD

;< -./% policies and procedures are stress free6 a. -ighly agree H b.Agree 9H c.-ighly Fisagree D d.Fisagree 9: e./an t say 5:

I!terpretatio!,* About H@ of the employees highly agree" 9H@ of the employees agree" D@ of the employees highly disagree" 9:@ of the employees disagree" 5:@ of the employees can t H;

say -./% policies are stress free. &ome of the employees feel that -./% policies are stress free and some of them feel -./% policies are stress oriented. +mployee opinions should be ta!en care so that policies and procedures of -./% can be improved.

1:< -ow often -./% organize stress relief programs6 a. 1ery 8ften ; b.8ften 5J c.1ery 2arely 1H d.2arely ?: e.Eever D

I!terpretatio!,* Above pie chart shows that very often 5J@ of employees" often 1H@ of the employees" very rarely ?:@ of the employees" rarely D@ of the employees" never ;@ of the employees J:

feel that -./% organize stress relief programs. -./% should often organize stress relief programs.

11< Fo you feel that there are negative changes in your behavior pattern at home caused by wor! related stressW

a. 1ery 8ften A

b.8ften 1;

c.1ery 2arely 5H

d.2arely 9:

e.Eever 5:

I!terpretatio!,* #rom above pie chart very often A@ of the employees" often 1;@ of the employees" very rarely 5H@ of the employees" rarely 9:@ of the employees"5:@ of the employees never J1

feel that there are negative changes in behavior pattern at home caused by wor! related stress. 8ffice wor! and tensions should not be carried to home.

15< -ow often do you say the word MI A4 =>&Y (82< I A4 -A1IEG -A2F )I4+N at wor! placeW a. 1ery 8ften 15 b.8ften 59 c.1ery 2arely 9: d.2arely 55 e.Eever 19

I!terpretatio!,* #rom above pie chart very often 15@ of the employees" often 59@ of the employees" very rarely 9:@ of the employees" rarely 55@ of the employees" never 19@ of the employees say the word I am busy or having hard time at wor! place. 4any of the employees feel that they are having hard time at wor! place. )he organization should fre(uently organize stress related programs. J5

19< Chat do you feel about your career and industryW

a. #lourishing with tremendous opportunities 9J

b.&tagnating 9A

c.Feclining 1:

e.8thers 1D

I!terpretatio!60 J9

About 9J@ of the employees felt that flourishing with tremendous opportunities" 9A@ of the employees felt stagnating" 1:@ of the employees felt declining" and 1D@ of the employees have given various reasons about career and industry. )his is due to various attitudes and mentalities of the employees.

1?< Fo you carry office wor! to homeW a. Yes ; b.Eo ?D c.&ometimes 5H d.2arely 1? e./an t say 9

I!terpretatio!,* About ;@ of the employees carry office wor! to home"?D@ of the employees never carry office wor! to home"5H@ of the employees sometimes carry office wor! to home"1?@ of the employees rarely carry office wor! to home"9@ of the employees can t say whether J?

they can carry office wor! to home or not. +mployee should be provided with ade(uate wor! only.

1A< At the end of the day do you feel physically drained outW a. Yes 9J b.Eo D c.&ometimes 9; d.2arely 1? e./an t say 5

I!terpretatio!,* About 9J@ of the employees agree that"D@ of the employees do not agree that"9;@ of the employees sometimes" rarely 1?@ of the employees"5@ of the employees can t say" at the end of the day they physical drained out. 4aximum employee s physical drained out at the end of the day. +very day employees should be provided with stress relief programs. JA

1H< Among the following which is the ma'or cause of stress in your lifeW a. Bob 9H b.2elationship with spouse 9 c./onflicts among colleagues 1? d.If any others specify ?J

I!terpretatio!,* About 9H@ of the employees felt that 'ob is the cause of stress"9@ of the employees relationship with the spouse is the main cause of stress"1?@ of the employees conflicts JH

among colleagues"?J@ of the employees gave other reasons for the ma'or cause of stress in life.

1J< -ow would you describe your life in generalW a. Interesting ?D b./hallenging ?J c.4iserable A d.Corst :

I!terpretatio!,* About ?D@ of the employees interesting" ?J@ of the employees challenging" A@ of the employees miserable" :@ of the employees worst" decribed there life in general. )his is due to various attitudes and mentalities. +mployees should be provided with special meditation classes to overcome stress in life. JJ

1D< 4ode of relief from wor! stressW

a. A cup of tea,coffee 5A

b.&nac!s ;

c.Interaction with colleagues ?:

d.If any other specify 5H

I!terpretatio!,* About 5A@ of the employees a cup of tea,coffe" ;@ of the employees snac!s" ?:@ of the employees interaction with colleagues" 5H of the employees with other reasons" mode of JD

relief from wor! stress. &ome of the employees overcome stress by listening to music" watching a movie.

1;< Fo you get stress at wor! placeW Yes,Eo a. Cor! 8verload 99 b./ommunication gap 1J c..ersonal factors D d.If any other specify ?5

I!terpretatio!,*#rom above pie chart wor! overload 99@ of the employees" communication gap 1J@ of the employees" personal factors D@ of the employees" other reasons ?5@ of the employees" get stress at wor! place. J;

5:< .rograms that could be adapted to manage stressW a.+mployee b.Cor! counseling group ; 9 c.-ealth clubs 1; d.+ffective e.)ransport training and subsidiary development program 19 1: f.All the above ?1 g.8thers

I!terpretatio!,* D:

#rom above pie chart employee counseling ;@ of the employees" wor! group 9@ of the employees" health clubs 1;@ of the employees" effective training and development program 19@ of the employees" transport subsidiary 1:@ of the employees" all the above ?1@ of the employees" other reasons A@ of the employees" .rograms that could be adopted to manage stress. +very employee has different opinion all the opinions should be respected and should be implemented.

#IEFIEG&
1. 4ost of the employees feel that due to unhealthy wor!ing conditions they get stressed. )his is because hygiene needs are not met in case of refinery and surroundings. )he -./% needs to ta!e measures so that hygiene needs are accomplished and employees are not de0 motivated.

5. 4ost of the employees feel that the planning at wor! causes no stress. )his can be attributed to proper planning and control measures ta!en by -./%

9. 4ost of the employees feel that the wor! load causes stress. )his is a negative indication.

?. 4ost of the employees feel that the inade(uate authority causes no stress while some are not able to recognize its impact. =eing a public sector organization" in -./%" the authority is delegated as per rules.

A. 4ost of the employees feel that the Fecision ma!ing causes no stress. &ince planning is good and support is ade(uate the employees feel little or no stress about decision ma!ing. D1

H. 4ost of the employees feel that the /areer Advancement causes stress. =eing a public sector organization reward system and promotion system is based on seniority. -./% does not follow seniority based promotion system. )his leads to stress. I recommend -./% to follow a performance based reward system.

J. 4ost of the employees in -./% feel that they have enough time for personal wor!. )his is because employee timings are fixed and have ade(uate time for personal wor!.

D. 4ost of the employees feel that the Eon cooperation by subordinates I superiors causes stress. )his may be related to improper relations developed between the employees. I recommend that employee co0ordination should be developed so that performance can be improved.

;. 4ost of the employees feel that the Eo 2ecognition for hard wor! causes stress.

1:. 4ost of the employees feel that the 8rganizational change causes no stress. )his can be attributed to the cultural values and effective change management techni(ues of -./%.

11. )here is an e(ual response from the employees of being blamed for failures cause stress. I recommend strong standards being establish to 'udge the performance.

15. 4ost of the employees feel that the inade(uate time causes no stress. )his is due to appropriate time management techni(ues followed by -./%.

19. 4ost of the employees feel that %ac! of proper communication causes stress. )his is due to communication gap prevailing in them. I recommend that the employees should communicate freely and eliminate noise in communication.

1?. 4ost of the employees feel that the too many tas!s cause stress.

D5

1A. 4ost of the employees watch movies or spend time on other activities. )his is because they feel diverting from wor! reduces stress.

1H. 4ost of the employees do not carry wor! home. )his is a good sign because they will not affect their family members which might lead to family (uarrels and disrupt their wor! environment.

1J. 4ost of the employees do perform yoga. )his is because according to Bapanese yoga relieves stress even in Indian systems yoga is placed high.

SUGGESTIONS
1. )he employee co0ordination should be developed so that performance of the employees will be improved. 5. &trong standards should be established to 'udge the performance of the employees. )o avoid blaming of employees for failures.

D9

9. &trong reward system should be followed by -./%.)o motivate employees for better results. ?. )he -./% needs to ta!e measures so that hygiene needs are accomplished and employees are not de0motivated. A. .roper planning and control measures should be ta!en by -./% to control stress. H. -ealth awareness programs should be conducted. &o that employees can maintain good health. J. +mployees should play sports and should go for morning wal!s to ma!e them mentally and physically fit. D. Cor!load should be reduced. )his reduces stress. ;. /o0operation between subordinates and superiors should be improved. )his avoids improper relations between employees. 1:. 2ecognition for hard wor! is re(uired. &uperiors need to identify the hard wor! done by sub0ordinates to motivate them. 11. +mployees should communicate freely and eliminate noise in communication. 15. -./% should fre(uently organize &)2+&& 2+%I+# programs.

/I/ILIOGRAPHY
+) /OO;, a) HUMAN RESOURCE MANAGEMENT BM( GraA*Hi##

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") HUMAN RESOURCE MANAGEMENT B A Aathappa () HUMAN RESOURCE MANAGEMENT B P) S$""a Rao -) INFORMATION, 1A2I8>& IE#824A)I8E /8%%+/)+F #284 -.2 AEF 8)-+2 F+.A2)4+E)& i. ii. www.google.com -industan .etroleum /orporation limited web site.

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