SUMMER TRAINING REPORT ON

JOB STRESS MANAGEMENT

At

CHAHAL SPINTEX LIMITED

Submitted in partial fulfillment of requirement for the degree of

Masters of Commerce

2018-2019

M.com ( B.E) 2nd semester

Batch 2018-2019

DAV College

(Chandigarh)

1
 STUDENT’S UNDERTAKING

I AMIT MANCHANDA hereby declare that all information which is included

in this internship report is entitled successfully completed by me after the completion of my
traning period. It is my personal and an authentic work.

I also confirm that the report is only prepared for my academic requirement not for any other
purpose.

The information submitted here in is true and original to the best of my knowledge

2
 DECLARATION

I hereby declare that the Training Report was submitted by me under the supervision and guidance of Gagan
Josan, project guide, CHAHAL SPINTEX Company I further declare that I am solely responsible for
omission and Commission of errors if any.

3
 ACKNOWLEDGEMENT

The purpose of compilation of the subject for a project report always involves creation of huge debt towards
innumerable publications, managers, chartered accountants and senior officers. I hereby put my sincere
thanks to one and all. A special thanks to Mr. Davinder, for giving me an opportunity to work as an intern in
the esteemed organization.

This project would have been incomplete without the guidance of my mentors Mr Gagan Josan

4
 PREFACE

As a part of M.com curriculum under Panjab University Chandigarh, and in order to gain practical
knowledge in the field of commerce, I have made this project report on ‗CHAHAL SPINTEX LIMITED .

In this project report, I have mentioned about the stress management under the firm in BATHINDA.
Through this project I came to know about the focus on enhancing the work resources and provided better
services to both the employees and the customers.

5
 CERTIFICATE OF COMPLETION

We place on record your services to ―Chahal Spintex Limited. as Office Assistance from 10th June 2019, to
30th July 2019. You have been relieved form Chahal Spintex Limited services with effect from 30th July
2019.During your tenure, we found your conduct good.

You showed full dedication and commitment in carrying out your duties at office. The management would
like to thank you for your service with the company and we wish you all the best for your future endeavors.

Yours Sincerely

Date: 30-07-2019

Place: Bathinda

6
 EXECUTIVE SUMMARY

As a part of academic requirement, I Amit Manchanda, enrolment number 32112 a student of DAV College,
Chandigarh affiliated to Panjab University Chandigarh, did my summer training under Chahal Spintex
limited from 10 June to 30 July 2019.Here, I have done my summer training under the guidance of chartered
accountant and came to know about the acts and facts about Accounts and Finance, under Mr.Maninder was
my mentor.

7
 TABLE OF CONTENT

Sr.no Content Page no

1 CHAPTER 1 9-14
COMPANY PROFILE
SERVICES
2 CHAPTER 2 15-31
INTRODUCTION TO PROJECT
JOB STRESS
3 CHAPTER 3 32-33
NEED, SCOPE & OBJECTIVE OF STUDY
4 CHAPTER 4 34-36
RESEARCH METHODOLOGY
RESEARCH DESIGN
SAMPLE DESIGN
DATA COLLECTION
PRIMARY DATA
SECONDARY DATA
QUESTIONERE
TOOLS OF ANALYSIS
GRAPHICAL REPRESENTATION OF DATA
5 CHAPTER 5 37-40
LITERATURE REVIEW
6 CHAPTER 6 41-42
LIMITATIONS OF STUDY
7 CHAPTER 7 43-56
DATA ANALYSIS & INTREPRETATION
8 CHAPTER 8 57-58
FINDINGS & SUGGESTION
9 CHAPTER 9 59-61
CONCLUSION & RECOMMENDATION
10 CHAPTER 10 62-67
QUESTIONERE
11 Annxure 68-70

8
 CHAPTER-1

COMPANY PROFILE

9
 COMPANY PROFILE

Chahal Spintex Ltd. is an enterprise in India, with the main office in Bathinda. It operates in the Textile Mills industry.
The company was established on March 21, 2007. It Manufacture various types of product combed cotton yarn,
carded cotton yarn, cotton yarn .It manufactures and export the products to abroad. It also supplies the product to
various markets and act as wholesaler.

The registered office of the company is at 56, GREEN MARKET, , BATHINDA, Punjab.

The total paid-up capital is INR 22.67 cr. The last reported AGM (Annual General Meeting) of the company, per our
records, was held on 29 September, 2018. Also, as per our records, its last balance sheet was prepared for the period
ending on 31 March, 2018.

10
 SERVICES

We provide services of different kinds like taxation, accounting, goods & service tax, auditing, insurance
etc. The company who work in practice provide professional financial services to businesses. Auditing,
taxation, accounting, financial analysis, risk management and advising on financial structures, are just some
of the wide-ranging services provided by the chartered accountant firm or company. The following are the
services provided by the company:

 Accounting audits…
 Taxation…
 Investigation…
 Management accounting…
 Financial and investment planning…
 Assurance services…
 Cost accountancy…
 Share valuation…

Services by CA

An important phenomenon of recent times is the rapid growth of the accountancy profession. The vast
changes occurring in the economy of the country have been placing great responsibilities on the chartered
accountant. It also constitute a challenge to the profession to bring to bear their knowledge and said in their
specialized fields of activity. The types of functions generally performed by the chartered accountant are
varied. The more important ones amongst them are discussed below.

Accountancy

This includes the writing up of accounts and the preparation of financial statements. It encompasses a wide
area ranging from simple book keeping to complex financial analysis.

Auditing

Possibly one of the most important functions of a chartered accountant. It is here that his specialized
training, skill and judgment are most often called into play. The purpose of auditing is to satisfy the users of
financial statements that the accounts presented to them are drawn up on correct accounting principles and
that they represent a true and fair view of the state of affairs of the organization.

11
Taxation

With a number of taxes on the statute book, current and continuing tax information has become vital to the
Effective economics of business management. The assessment of taxes is very closely linked with
Financial accounts. The Chartered Accountant with his experience in accounts is in an advantageous
position for preparing the returns for tax purposes, representing assesses before the Income-Tax authorities
And rendering general advice on taxes to his clients. An additional responsibility placed on him recently is
that his services will be required by the tax department for auditing complicated cases, having large
Revenue potential. The requirement under the Income-Tax law for compulsory maintenance of accounts by
the specified

Cost Accountancy
A Chartered Accountant is also trained to ascertain the costs of production and of processes at different
levels of operations in the manufacture of a product and in the rendering of a service. He is also equipped
to provide costing information for the guidance of management, introduce cost control methods and assist
the management in establishing appropriate selling prices.

Special Company Work

The services of Chartered Accountants are frequently sought in connection with matters such as the
Formation, financial structure and liquidation of limited companies. Secretarial and Registration work and
The duties of a Receiver are also undertaken by them, in addition to other company work.

Investigation

Chartered Accountants are often called upon to carry out investigation to ascertain the financial position of
business in connection with matters such as a new issue of share capital, the purchase or sale or financing of
A business reconstruction and amalgamations. Their services are also sought for undertaking investigations
with a view to achieving greater efficiency in management or administration, finding out reasons for
Increases or decreases in profits etc.

Executors and Trustees

A Chartered Accountant is also often appointed executor under a will or trust in order to carry on the
administration of the estate or settlements. Appointment of this nature require the Chartered Accountant to
Work in Co-operation wills solicitors or Lawyers. Conversely, Solicitors or lawyers carrying out works of this
Kind usually calls in Chartered Accountants to assist them in the accounting aspects of their work.

Directorship

Many members of the Institute who hold senior position in industry and commerce are also directors of their
companies. Moreover, many members who are actively carrying on public practice are also directors of
companies. The advantages of having a Chartered Accountant on the Board of Directors are now well
recognized and the practice of making such appointments has grown rapidly.

Companies Secretarial Work

In a well organized company or group of companies, the Secretary is a man with a professional qualification

12
(often a Chartered Accountant) who, in addition to his multifarious other duties, is an important link in the
management chain. The continued growth of limited companies enables the professional accountants to
offer secretarial services to small companies, many of which are being virtually run by a few individuals
Who are unable to afford a full-time secretary.
Management Accounting

This is another field in which the Chartered Accountant is able to render a service which is utilized in a
variety of ways like formulation of policies, day to day control, performance evaluation, etc

Share Valuation Work

The Chartered Accountant undertakes the valuation of shares of public and private companies when
Amalgamation or re-organization takes place for the purpose of takeover bids and other acquisitions.

The Chartered Accountant as Management Consultancy

C.As. play invaluable role in assisting business organizations to utilize resources effectively, increase their
Efficiency and achieving their goals and objectives. as management consultants, C.As. render host of
consulting services as under:

 Developing management information system.

 Designing budgetary and control system.

 Determining measures of the effective utilization of capital.

 Installing cost accounting system.

 Assisting the management in the efficient use of working capital as an aid to improve productivity

 Advising management on principles of organization and methods for effective delegation and

Planning of work.

 Rendering advice on international taxation matters, foreign collaborations, joint ventures, double

taxation agreements etc.,

 Reviewing procedures and equipment for operational control.

 Review of financial planning and policies for effective utilization of resources.

 Rendering secretarial services and advice on Corporate Law matters.

 Advising management on amalgamations, reconstructions, takeovers and expansion schemes.

 Assist in the preparation of feasibility studies of new project and expansion schemes.

 Advise on the system analysis and design, including selection of hard work and

development of software and feasibility of incorporating computer applications for accounting

And commercial activities.

13
 Assist in finding solutions for specific business problems such as product mix decisions, pricing

Decisions, making representation to Government on various matters etc.

 Appraisal of personnel policies and practices.

 Assist in the selection of executive personnel in the areas of production, marketing, accounts,

Data processing, personnel, general administration etc.

 Acting as advisor or consultant to an issue, including such matters as drafting of prospectus

and memorandum containing salient features of prospectus, preparation of publicity budget etc.

 Acting investment counselor in respect of securities.

 Acting as registrar to an issue and for transfer of shares/other securities.

Other Activities

Among the many other duties undertaken by a Chartered Accountant, mention may be made of service

as an arbitrator for the settling of disputes and those connected with insolvency work, such as the

preparation of statements of affairs and the duties of a trustee in bankruptcy or under a deed of

arrangement.

14
 CHAPTER-2

INTRODUCTION TO THE
PROJECT

15
 INTRODUCTION TO THE JOB STRESS
Stress at work is a relatively new phenomenon of modern lifestyles. The nature of work has gone through
drastic changes over the last century and it is still changing at whirlwind speed. They have touched almost
all professions, starting from an artist to a surgeon, or a commercial pilot to a sales executive. With change
comes stress, inevitably. Professional stress or job stress poses a threat to physical health. Work related
stress in the life of organized workers, consequently, affects the health of organizations. Job stress is
something workers face and they all handle it differently. There is no getting around it. But, not all stress is
bad, and learning how to deal with and manage stress is critical to our maximizing our job performance,
staying safe on the job, and maintaining our physical and mental health. For workers like Melissa, infrequent
doses of job stress pose little threat and may be effective in increasing motivation and productivity, but too
much and too prolonged can lead to a downward spiral both professionally and personally. Some jobs, by
definition, tend to be higher stress such as ones that are in dangerous settings (fire, police), that deal with
demanding customers (service providers), that have demanding time pressures (healthcare), and that have
repetitive detailed work (manufacturing),but stress is not limited to any one particular job or industry.

Stress is a psychological and physiological response to events that upset our personal balance in some way.
When faced with a threat, whether to our physical safety or emotional equilibrium, the defenses kick into
high gear in a rapid, automatic process known as the ―fight-or-flight‖ response. We all know what this stress
response feels like: hearts pounding in the chest, muscles tensing up breathe coming faster, every sense on
red alert.

The biological stress response is meant to protect and support us. It‘s what helped our stone age ancestors
survive the life-or-death situations they commonly faced. But in the modern world, most of the stress we
feel is in response to psychological rather than physical threats. Caring for a chronically-ill child or getting
audited by the IRS qualifies as stressful situations, but neither calls for either fight or flight. Unfortunately,
our bodies Don‘t make this distinction. Whether we‘re stressed over a looming deadline, an argument with a
friend, or a mountain of bills, the warning bells ring. And just like a caveman confronting a saber tooth tiger,
we go into automatic overdrive. If you have a lot of responsibilities and worries, you may be running on
stress a good portion of the time—launching into emergency mode with every traffic jam, phone call from
the in-laws, or segment of the evening news. But the problem with the stress response is that the more it‘s
activated, the harder it is to shut off. Instead of leveling off once the crisis has passed, your stress hormones,
heart rate, and blood pressure remain elevated. Furthermore, extended or repeated activation of the stress
response takes a heavy toll on the body. Prolonged exposure to stress increases your risk of everything from
heart disease, obesity, and infection to anxiety, depression, and memory problems. Because of the

16
widespread damage it can cause, it‘s essential to learn how to deal with stress in a more positive way and
reduce its impact on your daily life. ―Nothing gives all one person so much advantage over another as to
remain always cool and unruffled under all circumstances.

Job Stress
Job stress can be defined as the harmful physical and emotional responses that occur when the requirements
of the job do not match the capabilities, resources, or needs of the worker. Job stress can lead to poor health
and even injury. Job stress arises when demands exceed abilities, while job-related strains are reactions or
outcomes resulting from the experience of stress. Westman The concept of job stress is often confused with
challenge, but these concepts are not the same. Challenge energizes us psychologically and physically, and it
motivates us to learn new skills and master our jobs. When a challenge is met, we feel relaxed and satisfied.
Thus, challenge is an important ingredient for healthy and productive work. The importance of challenge in
our work lives is probably what people are referring to when they say a little bit of stress is good for you.
Job stress is a chronic disease caused by conditions in the workplace that negatively affect an individual&
performance and/or overall well-being of his body and mind. One or more of a host of physical and mental
illnesses manifests job stress. In some cases, job stress can be disabling. In chronic cases a psychiatric
consultation is usually required to validate the reason and degree of work related stress .In the early stages
job stress can the body and enhance performance in the workplace, thus the term I perform better under
pressure. However, if this condition is allowed to go unchecked and the body is revved up further, the
performance ultimately declines and the person‘s health degenerates.

DIFFERENT KINDS OF STRESS

Stress management can be complicated and confusing because there are different types of stress--acute
stress, episodic acute stress, and chronic stress -- each with its own characteristics, symptoms, duration, and
treatment approaches. Let look at each one.

Acute Stress

Acute stress is the most common form of stress. It comes from demands and pressures of the recent past and
anticipated demands and pressures of the near future. Acute stress is thrilling and exciting in small doses,
but too much is exhausting. A fast run down a challenging ski slope, for example, is exhilarating early in the
day. That same ski run late in the day is taxing and wearing. Skiing beyond your limits can lead to falls and
broken bones. By the same token, overdoing on short-term stress can lead to psychological distress, tension
headaches, upset stomach, and other symptoms. Fortunately, acute stress symptoms are recognized by most
people. It is a laundry list of what has gone awry in their lives: the auto accident that crumpled the car
fender, the loss of an important contract, a deadline they‘re rushing to meet, their child occasional problems
at school, and so on. Because it is short term, acute stress doesn‘t have enough time to do the extensive
damage associated with long-term stress. The most common symptoms are:

 Emotional distress--some combination of anger or irritability, anxiety, and depression, the three stress
emotions
17
 Muscular problems including tension headache, back pain, jaw pain, and the muscular tensions that lead
to pulled muscles and tendon and ligament problems

 Stomach, gut and bowel problems such as heartburn, acid stomach, flatulence, diarrhea, constipation, and
irritable bowel syndrome.

 Transient over arousal leads to elevation in blood pressure, rapid heartbeat, sweaty palms, heart
palpitations, dizziness, migraine headaches, cold hands or feet, shortness or chest pain.

Chronic Stress

While acute stress can be thrilling and exciting, chronic stress is not. This is the grinding stress that wears
people away day after day, year after year. Chronic stress destroys bodies, minds and lives. It wreaks havoc
through long-term attrition. The stress of poverty, of dysfunctional families, of being trapped in an unhappy
marriage or in a despised job or career. The stress that the never-ending have brought to the people of
Northern Ireland; the tensions of the Middle East have brought to the Arab and Jew, and the endless ethnic
rivalries that have been brought to the people of Eastern Europe and the former Soviet Union.

Chronic stress comes when a person never sees a way out of a miserable situation. The stress of unrelenting
demands and pressures for seemingly interminable periods of time. With no hope, the individual gives up
searching for solutions. Some chronic stresses stem from traumatic, early childhood experiences that
become internalized and remain forever painful and present. Some experiences profoundly affect
personality. A view of the world, or a belief system, is created that causes unending stress for the individual
(e.g., the world is a threatening place, people will find out you are a pretender, and one must be perfect at all
times). When personality or deep-seated convictions and beliefs must be reformulated, recovery requires
active self-examination, often with professional help.

The worst aspect of chronic stress is that people get used to it. They forget its there. People are immediately
aware of acute stress because it is new; they ignore chronic stress because it is old, familiar, and sometimes,
almost comfortable. Chronic stress kills through suicide, violence, heart attack, stroke, and, perhaps, even
cancer. People wear down to a final, fatal breakdown. Because physical and mental resources are depleted
through long-term attrition, the symptoms of chronic stress are difficult to treat and may require extended
medical as well as behavioral treatment and stress management.

SOURCES OF STRESS
Stress is unavoidable and has become an inherent part of human life. As mentioned earlier, it arises as a
result of the imbalance between the demands placed on an individual and his/her capacity to meet those
demands. For instance, if the demands are way below his/her capacity, then the individual may feel bored
and disinterested. Conversely, if demands are way above his/her capacity, then the individual may feel
overwhelmed and thus feel the pressure. One way to handle such a situation is find a balance between the
demands and capacities. An individual must, therefore, try to reduce demands from the environment and
simultaneously increase his/her internal capacity. To achieve this balance people must identify the sources
of stress. There are various sources of stress both at home and at work. The common ones can be classified
into internal and external stress.

Internal Stress

Human beings have a tendency to worry about actions that may or may not take place. Internal stress
generally happens when individuals worry about things outside their control. The personality of an
18
individual plays a vital role in stress management. Every individual can be categorized into Type A and
Type B personalities. An individual of Type A personality has a continual sense of urgency and has an
excessive competitive drive. He/she is always in a hurry and is impatient. People with Type A personality
are obsessive about winning and do not have the ability to spend leisure time productively.

These people are likely to be under stress even in minor situations. People with Type B personality never
sense the urgency of time. They work at their own pace, with no need to prove their achievements. These
people are less likely to be under stress. Studies suggest that people with Type A personality are at greater
risk of getting heart attacks than people with Type B personality.

External Stress

This type of stress is the result of environmental influence on an individual. External stress is a result of
stress from the environment. This can be stress from family, work, peers, and friends. Physical conditions
such as poor lighting, loud noise, poor seating arrangements, and extreme workplace temperatures (a too hot
or too cold cabin) are also stressors. Even the climate where one resides can be a significant contributor to
one‘s stress level. In particular, living in extreme climates can heighten an individual‘s stress level.
Temperature extremes and the amount of sunshine that exists on a daily, weekly, or monthly basis can affect
the level of stress experienced.

CAUSES OF STRESS
Job stress results from the interaction of the worker and the conditions of work. Views differ, however, on
the importance of worker characteristics versus working conditions as the primary cause of job stress. These
differing viewpoints are important because they suggest different ways to prevent stress at work. Differences
in individual characteristics such as personality and coping style are most important in predicting whether
certain job conditions will result in stress-in other words, what is stressful for one person may not be a
problem for someone else. This viewpoint leads to prevention strategies that focus on workers and ways to
help them cope with demanding job conditions. Job stress may be caused by a complex set of reasons. Some
of the most visible causes of workplace stress are:

Job insecurity

Security is the task demand that cause stress. Organized workplaces are going through metamorphic changes
under intense economic transformations and consequent pressures. Reorganizations, takeovers, mergers,
downsizing and other changes have become major stressors for employees, as companies try to live up to the
competition to survive. These reformations have put demand on everyone, from a CEO to a mere executive.

 Task Demands

Unrealistic expectations, especially in the time of corporate reorganizations, which, sometimes, puts
unhealthy and unreasonable pressures on the employee, can be a tremendous source of stress and suffering.
Increased workload, extremely long work hours and intense pressure to perform at peak levels all the time
for the same pay, can actually leave employees physically and emotionally drained. Excessive travel and too
much time away from family also contribute to an employee stressors.

Technology

The expansion of technology—computers, pagers, cell phones, fax machines and the Internet—has resulted
in heightened expectations for productivity, speed and efficiency, increasing pressure on the individual

19
worker to constantly operate at peak performance levels. Workers working with heavy machinery are under
constant stress to remain alert.

In this case both the worker and their family members live under constant mental stress. There is also the
constant pressure to keep up with technological breakthroughs and improvisations, forcing employees to
learn new software all the times.

 Workplace Culture Adjusting to the workplace culture, whether in a new company or not, can be
intensely stressful. Making one adapt to the various aspects of workplace culture such as communication
patterns, hierarchy, dress code if any, workspace and most importantly working and behavioral patterns of
the boss as well as the co-workers, can be a lesson of life. Maladjustment to workplace cultures may lead to
subtle conflicts with colleagues or even with superiors. In many cases office politics or gossips can be major
stress inducers.

 Personal or Family Problems

Employees going through personal or family problems tend to carry their worries and anxieties to the
workplace. When one is in a depressed mood, his unfocused attention or lack of motivation affects his
ability to carry out job responsibilities.

Job Stress and Women

Women may suffer from mental and physical harassment at workplaces, apart from the common job stress.
Sexual harassment in workplace has been a major source of worry for women, since long. Women may
suffer from tremendous stress such as hostile work environment harassment, which is defined in legal terms
as offensive or intimidating behavior in the workplace. This can consist of unwelcome verbal or physical
conduct.

These can be a constant source of tension for women in job sectors. Also, subtle discriminations at
workplaces, family pressure and societal demands add to these stress factors.

The Design of Tasks

Heavy workload, infrequent rest breaks, long work hours and shift work; hectic and routine tasks that have
little inherent meaning, do not utilize workers' skills, and provide little sense of control.

Management Style

Lack of participation by workers in decision- making, poor communication in the organization, and lack of
family-friendly policies also leads to stress among employees. These activities lead to a feeling of job
dissatisfaction among employees.

Interpersonal Relationships

Every employee has to handle a difficult client at some point of time. A difficult or dissatisfied client is a
stress creator. Uncooperative colleagues and subordinates too can build up high stress levels at the
workplace. Superiors often feel that putting pressure on subordinates brings out the best in them, but this is
not always true.

20
Work Roles

A role is a set of expected behaviors associated with a particular position in a group or organization. A
person may experience stress from either role ambiguity i.e. a lack of clarity as to what is expected or role
conflict i.e. incongruence among two or more roles.

 Career Concerns

Job insecurity and lack of opportunity for growth, advancement, or promotion, rapid changes for which
workers are unprepared. It also leads to a feeling of stress among the employees because of the increasing
competition.

 Life trauma

A life trauma is any upheaval in an individual‘s life that alters his or hers attitude, behavior or emotions.
Major life trauma that may cause stress include marital problems, family difficulties and health problems.

STRESS AND PERFORMANCE

The relationship between stress and performance is explained in one of the oldest and most important ideas
in stress management, the ―Inverted-U‖ relationship between stress and performance The Inverted-U
relationship focuses on people‘s performance of a task.

The left hand side of the graph is easy to explain for pragmatic reasons. When there is very little stress on
us to carry out an important task, there is little incentive for us to focus energy and attention on it. This is
particularly the case when there may be other, more urgent, or more interesting, tasks competing for
attention

Figure 1.1 Stress and Performance – U Relationship

(Source: http://www.mindtools.com/stress/UnderstandStress/StressPerformance.htm)

As stress on us increases, we enter the ―area of best performance‖, we are able to focus on the task and
perform well – there is enough stress on us to focus our attention but not so much that it disrupts our
performance.

The approach to optimizing stress depends on the sort of stress being experienced:
21
 Short term stress such as difficult meetings, sporting or other performances, or confrontational situations.
Here the emphasis is on short term management of adrenaline to maximize performance.

 Long term stress, where fatigue and high adrenaline levels over a long period can lead to degraded
performances. Here optimizing stress concentrates on management of fatigue, health, energy and morale.

Short Term Stress

The graph below shows the relationship between stress and the quality of performance when you are in
situations that impose short term stress.

Figure 1.2 Short Term Stress and Performance

(Sources: http://www.mindtools.com/smoptstr.html)

Where stress is low, you may find that your performance is low because you become bored, lack
concentration and motivation. Where stress is too high, your performance can suffer from all the symptoms
of short term stress.

In the middle, at a moderate level of stress, there is a zone of best performance. If you can keep yourself
within this zone, then you will be sufficiently aroused to perform well while not being over-stressed and
unhappy.

This graph and this zone of optimum performance are different shapes for different people. Some people
may operate most effectively at a level of stress that would leave other people either bored or in pieces. It is
possible that someone who functions superbly at a low level might experience difficulties at a high level.
22
Alternatively someone who performs only moderately at low level might perform exceptionally under
extreme pressure.

Long Term Stress

The problems of long term, sustained stress are more associated with fatigue, morale and health than with
short term adrenaline management. The graph below shows the way in which performance can suffer when
you are under excessive long term stress.

Figure 1.3 Long Term Stress and Performance

(Source: http://www.mindtools.com/smoptstr.html)

The graph shows four major stages that you may go through in response to sustained levels of excessive
stress:

1. During the first phase you will face challenges with plenty of energy. One response will probably be
positive and effective.

2. After a period of time you may begin to feel seriously tired. One may start to feel anxious, frustrated and
upset. The quality of your work may begin to suffer.

3. As high stress continues you may begin to feel a sense of failure and may be ill more frequently. You may
also begin to feel exploited by your organization. At this stage you may start to distance yourself from your
employer, perhaps starting to look for a new job.

4. If high levels of stress continue without relief you may ultimately experience depression, burnout, nervous
breakdown, or some other form of serious stress related illness. Different people may move between these
stages with different speeds under different stress conditions.

23
 CONSEQUENCES OF STRESS
The effect of stress is closely linked to individual personality. The same level of stress affects different
people in different ways & each person has different ways of coping. Recognizing these personality types
means that more focused help can be given. Stress shows itself number of ways. For instance, individual
who is experiencing high level of stress may develop high blood pressure, ulcers, irritability, difficulty in
making routine decisions, loss of appetite, accident proneness, and the like.

CONSEQUENCES OF INDIVIDUAL

CONSEQUENCES OF STRESS

Consequences for Consequences for Consequences for

Individual Family Organization

Figure 1.4 Consequences of Stress

Individual consequences of stress are those, which affect the individual directly. Due to this the organization
may suffer directly or indirectly, but it is the individual who has to pays for it. Individual consequences of
stress are broadly divided into behavioral, psychological and medical.

 Behavioral consequences of stress are responses that may harm the person under stress or others.
Behaviorally related stress symptoms include changes in productivity, turnover, as well as changes in eating
habits, increased smoking or consumption of alcohol, paid speech, and sleep disorders.

 Psychological consequences of stress replace to an individual mental health and well-being from or
felling depressed. Job related stress could cause dissatisfaction, infact it has most psychological effect on the
individual and lead to tension, anxiety irritability, and boredom.

 Medical consequences of stress affect a person‘s well being. According to a research conducted, it
revealed that stress could create changes in metabolism, increase heart and breathing rates, increases blood
pressure bring out headaches and induce heart attacks.

1. Consequences to the Family

24
Stress adverse effect will be on spouse, child abuse, alienation from family members and even divorce
.additional stress are experienced while handling the personal, social, cultural dilemmas of balancing the
work and family.

2. Consequences to Organization

Following are the various consequences suffered by the organization due to high level of job stress among
employees:

 Low performance and productivity

 High rate of absenteeism and turnover

 Loss of customers due to poor attitudes of workers

 Increased alienation of the worker from the job

 Destructive and aggressive behaviour resulting in strikes and sabotage

APPROACHES TO DEAL WITH JOB STRESS

Following are the two approaches to deal with stress:

1. Stress Management. Certain companies are providing stress management training and an employee
assistance program (EAP) to improve the ability of workers to cope with difficult work situations. Nearly
one-half of large companies in the United States provide some type of stress management training for their
workforces. Stress management programs teach workers about the nature and sources of stress, the effects of
stress on health, and personal skills to reduce stress-for example, time management or relaxation exercises.
(EAPs provide individual counseling for employees with both work and personal problems.) Stress
management training may rapidly reduce stress symptoms such as anxiety and sleep disturbances; it also has
the advantage of being inexpensive and easy to implement. However, stress management programs have two
major

Disadvantages:

The beneficial effects on stress symptoms are often short-lived.

They often ignore important root causes of stress because they focus on the worker and not the
environment.

2. Organizational Change. In contrast to stress management training and EAP programs, certain companies
are trying to reduce job stress by bringing in a consultant to recommend ways to improve working
conditions. This approach is the most direct way to reduce stress at work. It involves the identification of
stressful aspects of work (e.g. excessive workload, conflicting expectations) and the design of strategies to
reduce or eliminate the identified stressors. The advantage of this approach is that it deals directly with the
root causes of stress at work. However, managers are sometimes uncomfortable with this approach because
it can involve changes in work routines or production schedules, or changes in the organizational structure.
As a general rule, actions to reduce job stress should give top priority to organizational change to improve
working conditions. But even the most conscientious efforts to improve working conditions are unlikely to
eliminate stress completely for all workers. For this reason, a combination of organizational change and
stress management is often the most useful approach for preventing stress at work.

25
Following are the various ways to change the organization to cope up with job stress:

Ensure that the workload is in line with workers capabilities and resources.

 Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills.

Clearly define workers roles and responsibilities.

 Give workers opportunities to participate in decisions and actions affecting their jobs.

 Improve communications-reduce uncertainty about career development and future employment prospects.

Provide opportunities for social interaction among workers.

Establish work schedules that are compatible with demands and responsibilities outside the job.

MANAGING JOB STRESS

Every responds to stress in a different way, it is only by understanding the nature of individual responses
that you can start fighting stress yourself and others. Reduction or elimination of stress is necessary for
psychological and physical well being of an individual. Efficiency in stress management enables the
individual to deal or cope with the stressful situations instead of avoidance. Strategies like tie management,
body-mind and mind-body relaxation exercise, seeking social support help individual improve their physical
and mental resources to deal with stress successfully.

Apart from helping employees adopt certain coping strategies to deal with stress providing them with the
service of counselor is also useful. Many strategies have been developed to help manage stress in the work
place. Some are strategies for individuals, and other is geared toward organizations.

Individual Coping Strategies:

Many strategies for helping individuals manage stress have been proposed. Individual coping strategies are
used when an employee under stress exhibits undesirable behavior on the jobs such as performance, strained
relationship with co-workers, absenteeism alcoholism and the like. Employees under stress require help in
overcoming its negative effects.

Figure 1.5 Individual Coping Strategies

The Individual Copying Strategies Reduced stress

The strategies used are:

 Exercise
 Relaxation
 Time Management
 Role Management
 Support Group
 Counseling

26
Exercise:-

One method by which individual can manage their stress is through exercise. People who exercise regularly
are known to less likely to have heart attacks than inactive people are. Research also has suggested that
people who exercise regularly feel less tension and stress are more conflict and slow greater optimism.

 Relaxation:-

A related method individual can manage stress is relaxation. Copying with stress require adaptation. Proper
relaxation is an effective way to adopt. Relaxation can take many forms. One way to relax is to take regular
vacations; people can also relax while on the job (i.e. take regular breaks during their normal workday). A
popular way of resting is to sit quietly with closed eyes for ten minutes every afternoon.

Time Management:-

Time management is an often recommended method for managing stress, the idea is that many daily
pressures can be eased or eliminated if a person does a better the Individual Copying Strategies Reduced
Stress job of managing time. One popular approach to time management is to make a list, every morning or
the things to be done that day. Then you group the items on the list into three categories: critical activities
that must be performed, important activities that should be performed, and optimal or trivial things that can
be delegated or postponed, then of more of the important things done every day.

 Role Management:-

Somewhat related to time management in which the individual actively works to avoid overload, ambiguity
and conflict.

 Support Groups:-

This method of managing stress is to develop and maintain support group. A support group is simply a
group of family member or friends with whom a person can spend time. Supportive family and friends can
help people deal with normal stress on an ongoing basis.

Counseling:

Personal counseling help employees understand and appreciate a diverse workforce, the holistic approach
adopted by the counselor gives him a comprehensive view of the employee as client and enable him to deal
the issues of work related problems in a larger context with his awareness of the inter- relationship among
problems in adjustment with self, other and environment and that a work concern will effect personal life
and vice-versa, the employee would receive help regarding the problem in all life.

One of the advantage of the individual interventions is the individual can use these skills to improve the
quality of life in offer domains like family, social support and self, thus reducing the negative carry of
experiences.

ORGANISATIONAL COPING STRATEGIES

The most effective way of managing stress calls for adopting stressors and prevent occurrence of potential
stressors. Two basic organizational strategies for helping employees manage stress are institutional
programs and collateral programs.

27
 Figure 1.6 Organization Coping Strategies

Organizational Strategies for stress reduction Employee

stress
reduction
Institutional programs Collateral programs

Work design Stress management programs

Work schedule Health promotion programs

Culture Other programs

Supervision

Institutional programmes:
Institutional programs for managing stress are undertaken to established organizational mechanism for
example, a properly designed job and word schedules can help ease stress. Shift work in particular can
constantly have to adjust their sleep and relaxation patterns. Thus, the design of work schedules should be a
focused of organizational efforts to reduce stress.

The organization‘s culture can also used to help to manage stress. The organization should strive to foster a
culture that reinforces a healthy mix of work and nonworking activities.

Finally, supervision can play an important institutional role in overload. In managing stress. A supervisor is
a potential manager source of overload. If made aware of their potential for assigning stressful amounts of
work, supervisors can do a better job keeping workloads reasonable.

Collateral Programs:
In addition to their institutional efforts aimed at reducing stress, many organizations are turning to collateral
programs. A collateral stress program in an organizational program specifically created to help employees
deal with stress. The organizations have adopted stress management programs, health promotion programs
and other kinds of programs for this purpose.

UNHEALTHY WAY OF COPING WITH STRESS

These coping strategies may temporarily reduce stress, but they cause more damage in the long run:

Smoking

 Drinking too much

 Overeating or under eating

28
 Zoning out for hours in front of the TV or computer

 Withdrawing from friends, family, and activities

 Using pills or drugs to relax

 Sleeping too much

 Procrastinating

 Filling up every minute of the day to avoid facing problems

 Taking out your stress on others (lashing out, angry outbursts, physical violence)

PREVENTING JOB STRESS

No standardized approaches or simple manuals exist for developing a stress prevention program. Program
design and appropriate solutions will be influenced by several factors-the size and complexity of the
organization, available resources, and especially the unique types of stress problems faced by the
organization. In David Company, for example, the main problem is work overload. Theresa, on the other
hand, is bothered by difficult interactions with the public and an inflexible work schedule.

Although it is not possible to give a universal prescription for preventing stress at work, it is possible to offer
guidelines on the process of stress prevention in organizations. In all situations, the process for stress
prevention programs involves three distinct steps: problem identification, intervention, and evaluation.. For
this process to succeed, organizations need to be adequately prepared. At a minimum, preparation for a
stress prevention program should include the following:

 Building general awareness about job stress (causes, costs, and control)

 Securing top management commitment and support for the program

 Incorporating employee input and involvement in all phases of the program

 Establishing the technical capacity to conduct the program (e.g., specialized training for in-house staff or
use of job stress consultants)

Bringing workers or workers and managers together in a committee or problem-solving group may be an
especially useful approach for developing a stress prevention program. Research has shown these
participatory efforts to be effective in dealing with ergonomic problems in the workplace, partly because
they capitalize on workers firsthand knowledge of hazards encountered in their jobs. However, when
forming such working groups, care must be taken to be sure that they are in compliance with current labor
laws.*

*The National Labor Relations Act may limit the form and structure of employee involvement in worker-
management teams or groups. Employers should seek legal assistance if they are unsure of their
responsibilities or obligations under the National Labor Relations Act.

Steps toward Prevention

Low morale, health and job complaints, and employee turnover often provide the first signs of job stress.
But sometimes there are no clues, especially if employees are fearful of losing their jobs. Lack of obvious or

29
widespread signs is not a good reason to dismiss concerns about job stress or minimize the importance of a
prevention program.

Step 1 - Identify the Problem. The best method to explore the scope and source of a suspected stress
problem in an organization depends partly on the size of the organization and the available resources. Group
discussions among managers, labor representatives, and employees can provide rich sources of information.
Such discussions may be all that is needed to track down and remedy stress problems in a small company. In
a larger organization, such discussions can be used to help design formal surveys for gathering input about
stressful job conditions from large numbers of employees.

Regardless of the method used to collect data, information should be obtained about employee perceptions
of their job conditions and perceived levels of stress, health, and satisfaction. The list of job conditions that
may lead to stress and the warning signs and effects of stress provide good starting points for deciding what
information to collect objective measures such as absenteeism, illness and turnover rates, or performance
problems can also be examined to gauge the presence and scope of job stress. However, these measures are
only rough indicators of job stress-at best.

Data from discussions, surveys, and other sources should be summarized and analyzed to answer questions
about the location of a stress problem and job conditions that may be responsible-for example, are problems
present throughout the organization or confined to single departments or specific jobs?

 Hold group discussions with employees.

 Design an employee survey.

 Measure employee perceptions of job conditions, stress, health, and satisfaction.

 Collect objective data.

 Analyze data to identify problem locations and stressful job conditions.

Survey design, data analysis, and other aspects of a stress prevention program may require the help of
experts from a local university or consulting firm. However, overall authority for the prevention program
should remain in the organization

.Step 2 - Design and Implement Interventions. Once the sources of stress at work have been identified and
the scope of the problem is understood, the stage is set for design and implementation of an intervention
strategy. In small organizations, the informal discussions that helped identify stress problems may also
produce fruitful ideas for prevention. In large organizations, a more formal process may be needed.
Frequently, a team is asked to develop recommendations based on analysis of data from Step 1 and
consultation with outside experts.

Certain problems, such as a hostile work environment, may be pervasive in the organization and require
company-wide interventions. Other problems such as excessive workload may exist only in some
departments and thus require more narrow solutions such as redesign of the way a job is performed. Still
other problems may be specific to certain employees and resistant to any kind of organizational change,
calling instead for stress management or employee assistance interventions. Some interventions might be
implemented rapidly (e.g., improved communication, stress management training), but others may require
additional time to put into place (e.g., redesign of a manufacturing process).

30
Before any intervention occurs, employees should be informed about actions that will be taken and when
they will occur. A kick-off event, such as an all-hands meeting, is often useful for this purpose.

 Target source of stress for change.

 Propose and prioritizeintervention strategies.

 Communicate planned interventions to employees.

 Implement interventions.

Step 3 - Evaluate the Interventions. Evaluation is an essential step in the intervention process. Evaluation
is necessary to determine whether the intervention is producing desired effects and whether changes in
direction are needed.

Time frames for evaluating interventions should be established. Interventions involving organizational
change should receive both short- and long-term scrutiny. Short-term evaluations might be done quarterly to
provide an early indication of program effectiveness or possible need for redirection. Many interventions
produce initial effects that do not persist. Long-term evaluations are often conducted annually and are
necessary to determine whether interventions produce lasting effects.

Evaluations should focus on the same types of information collected during the problem identification phase
of the intervention, including information from employees about working conditions, levels of perceived
stress, health problems, and satisfaction. Employee perceptions are usually the most sensitive measure of
stressful working conditions and often provide the first indication of intervention effectiveness. Adding

Objective measures such as absenteeism and health care costs may also be useful. However, the effects of
job stress interventions on such measures tend to be less clear-cut and can take a long time to appear.

 Conduct both short- and long-term evaluations.

 Measure employee perceptions of job conditions, stress, health, and satisfaction.

 Include objective measures.

 Refine the intervention strategy and return to Step 1.

The job stress prevention process does not end with evaluation. Rather, job stress prevention should be seen
as a continuous process that uses evaluation data to refine or redirect the intervention strategy.

31
 CHAPTER-3

NEED, SCOPE AND OBJECTIVE

OF STUDY

32
 NEED OF THE STUDY
The need of the study has arisen to have more insight vision into the fact of the level of Job Stress among
employees in Insurance Sector and its effect on employee performance. Earlier researches show the Level of
Job Stress among Employee among banking sector, IT sector and manufacturing industries. The major job
related factors were poor communication; work overload and poor work culture environment. It also focuses
on the role of Health care programmes in preventing stress. It would enable to cover the gap identified from
the review of literature. So, a need was felt to undertake a fresh research in this area.

SCOPE OF THE STUDY

The scope of the study was restricted to Raisinghnagar only.

OBJECTIVES OF THE STUDY

Following were the objectives for carrying on the study:

1. To check the level of Job stress experienced by employees in company.

2. To study the impact of stress on performance of employees.

3. To discover the main causes of Job stress among employees.

4. To check the Job related effects of Job stress on company Employees.

5. To check the Health effects of stress on employees.

6. To study the role of management in helping employees to cope up with stress.

7. To find out methods and techniques followed by individuals to cope up with stress.

33
 CHAPTER-4

RESEARCH METHODOLGY

34
 RESEARCH METHODOLOGY
Research is a common parlance which refers to search for knowledge. It is a procedure of logical and
systematic application of the fundamentals of science to the general and overall questions of a study and
scientific technique, which provide precise tools, specific procedures, and technical rather philosophical
means for getting and ordering the data prior to their logical analysis and manipulating different type of
research designs is available depending upon the nature of research project, availability of manpower and
circumstances.

According to D. Slesinger and M. Stephenson research may be defined as‖ the manipulation of things,
concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that
knowledge aids in the construction of theory or in the practice of an art‖. Thus it is original contribution to
the existing stock of knowledge of making for its advancement. In short, the search of knowledge through
objective and systematic method of finding solution to a problem is research.

RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis of data in a manner that aims
to combine relevance to the research purpose with economy in procedure. In fact, the research design is the
conceptual structure within which research is conducted.

DESCRIPTIVE RESEARCH
The research was descriptive because the major objective was to describe the level of job stress among
employees in insurance sector and the impact of employee Stress on their performance.

SAMPLING DESIGN

The following factors have to decide within the scope of sample design:

Sample Universe- The universe of the study was employees working in Insurance sector.

Sampling Frame:-.Sample frame refers to various sources from where information about the respondents
was extracted.

Sample Unit: It indicates who was to be surveyed. The researcher must define the target population that will
be sampled. In this project sampling unit was the employees working in Insurance Sector.

Sample Size: The survey was carried out on 35 respondents.

Sampling Technique: For the purpose of research convenient sampling technique will be used as
employees from various insurance companies will be selected according to convenience.

35
DATA COLLECTION AND ANALYSIS

DATA COLLECTION

There are two types of data sources. These are

1. Secondary data:
Secondary data is the data collected from already been use or published information like journals, diaries,
books, etc .In this research project, some of the data was collected through Websites.

2. Primary data:
Primary data is the data collected for the first time from the source and never have been used earlier. The
data can be collected through interviews, observations and questionnaires. In this project, an appropriate
questionnaire was designed.

Data Analysis

A) Tools of Presentation:

It means what all tools are used to present the data in a meaningful way so that it becomes easily
understandable. In this research tables and figures was used for presenting the data.

B) Tools of Analysis

In this research the tools of analysis used will be percentages.

36
CHAPTER-5

REVIEW OF
LITERATURE

37
 REVIEW OF LITERATURE
A number of researches have been conducted on Job Stress among Employees. Due to shortage of time and
resources, a review of all the past researches done could not be mentioned in this research project. So, a
snapshot of some of the reviews is being presented.

Jamal (1990) examined the relationship of job stress, job stressors, and Type-A behavior pattern with
employee job satisfaction, organizational commitment, psychosomatic health problems, and turnover
motivation among full-time employees (N = 215) working in a large Canadian industries. Both job stress
and stressors (role ambiguity, overload, conflict, and resource inadequacy) were significantly related to
four outcome variables. Type-A behavior was associated with high job stress, high role ambiguity,
conflict, resource inadequacy, and psychosomatic health problems. In addition, Type-A behavior was
found to be an important moderator of the stress-outcome relationships. Implications of the findings for
management and for future research are highlighted.

Robonson (2004) examined the causes of workplace stress. They conducted a small study that aimed to
capture the views of trade union representatives on the causes of stress in their workplace. The 300 were
divided between public and private sectors, and grouped into small and medium (up to 250 employees) or
large (greater than 250 employees) companies. A repeat questionnaire was then sent to non-responders 6
weeks after the first distribution. Results were then analyzed, identifying stressors that trade union
representatives identified as ‗very common‘ or ‗fairly common‘, and then totals were combined to produce a
single list of the most commonly perceived causes of stress. The responses of representatives in small and
medium companies were then compared with large companies, and comparisons and contrasts made.
Finally, the representatives were asked about any tools or aids which they would find helpful in dealing with
stress in their workplace. The total combined results of causes of stress identified as ‗very‘ or ‗fairly‘
common in the workplace were first, poor communication (39/52); secondly, work overload(37/53); and
thirdly, low participation (36/53).

Brewer and Calcagno (2005) concluded that lack of organizational support contributes more to the
variability of job stress among participants than job pressure does. This study explores job stress among a
random sample of 219 professionals. Responses are analyzed using descriptive statistics, a factorial
analysis of variance, and coefficients of determination. Results indicate that professionals participating in
this study experience higher levels of job stress than do individuals in a normative group. Furthermore,
female participants report significantly higher levels of job stress than male participants do. Results from
this study add to the body of knowledge on job stress and to the body of knowledge on work-related
outcomes for employees.

Byrne (2005) concluded the development of the concept of the ‗work-life balance‘ as a means of tackling
the problem of increasing amounts of stress in the work-place as people try to juggle a wide range of
factors in their life/work environment, including: work; family; friends; health; and spirit/self. It is argued
that, of the factors involved, work is the one which is most elastic and can be managed in such a way as to

38
avoiding jeopardizing the other factors. A major driver of the trend towards achieving work-life balance is
the fact that younger people are not prepared to work in the same way as their parents, wanting greater
control, and a bigger say in the structure of their jobs and what they could potentially offer in the future.
Employees benefit through: having a greater responsibility and a sense of ownership; having better
relations with management; avoiding bringing problems at home to work, and vice versa; having the time
to focus more on life outside work; and having greater control of their working lives. The achievement of
better work-life balance can yield dividends for employers in terms of: having a more motivated,
productive and less stressed workforce that feels valued; attracting a wider range of candidates, such as
older part-time workers and careers; increased productivity and reduced absenteeism; gaining the
reputation of being an employer of choice; retaining valued employees; achieving reduced costs; and
maximizing available labour.

Kumaresan (2005) concluded that organizational factors namely conflict, blocked career, and alienation had
positive relationships with job stress. The purpose of the current study was to determine the effects of
organizational stressors (conflict, blocked career, alienation, work overload, and unfavorable work
environment) on job stress among managers When employees are required to fulfill conflicting role
requirements, they are likely to experience job stress. This is because role conflicts create expectations that
may be hard to satisfy. The finding pertaining to the positive relationship between blocked career and job
stress supports those by previous researchers. Alienation at the workplace suggests that employees may not
be able to fulfill their social needs. Thus, this sense of isolation is likely to be viewed as a threat to the
individual resulting in stress. Work overload, on the other hand, was found to have no relationship with job
stress. Unfavorable work environment had no influence on job stress.

Murthy (2006) examined that stress at work is a significant and costly problem, and that the challenge for
companies is to manage work stress in order to reduce health-care costs and improve productivity. Suggests
that this challenge can be met by greater collaboration among company departments, bringing expertise
from different areas to bear on the problem. Workplace stress has a negative impact on the business as well
as on the individual employee. The increase in job stress creates emotional, financial, and safety concerns
for employers and managers. The bottom line: workplace stress management and stress reduction make
sense. People who are overly stressed are less attentive and can accidentally damage equipment or injure
themselves or others. At the extreme, stress can lead to violence and management or co-workers can be hurt
or killed– the term ―going postal‖ has become part of the language expressing a murderous rampage as a
result of job dissatisfaction.

Noblet (2006) concluded that work place health care programmes (WHP) should be designed to prevent
work place stress. Although employee stress is often the target of WHP, reviews of job stress interventions
suggest that the common approach to combating job stress is to focus on the individual without due
consideration of the direct impacts of working conditions on health as well as the effects of working
conditions on employees ability to adopt and sustain ‗healthy‘ behaviors. The purpose of the first part of
this paper is to highlight the criticisms of the individual approach to job stress and to examine the
evidence for developing strategies that combine both individual and organizational-directed interventions
(referred to as the comprehensive approach). There is a risk that WHP practitioners may lose sight of the
role that they can play in developing and implementing the comprehensive approach, particularly in
39
countries where occupational health and safety authorities are placing much more emphasis on identifying
and addressing organizational sources of job stress. The aim of the second part of this paper is therefore to
provide a detailed description of what the comprehensive approach to stress prevention/reduction looks
like in practice and to examine the means by which WHP can help develop initiatives that address both the
sources and the symptoms of job stress.

Miyake and Yane (2008) examined the influence of overtime work on response to stress and to assess the
role of other stress-related factors on this relationship. The study was conducted among 24
685 employees of a company in Japan. Stress response, job stressors and social supports were assessed by
the Brief Job Stress Questionnaire. Participants were divided into five categories of overtime (0–19, 20–
39, 40–59, 60 h of overtime per month and exempted employees). This large cross-sectional study shows
that overtime work appears to influence stress response indirectly through other stress factors such as self-
assessed amount of work, mental workload and sleeping time.

Nagesh and Murthy (2008) analyzed the various factors that cause stress and to what degree. This Study
indicates that eight out of 10 employers fail to manage work-related stress. Health and safety executives
identify six factors that contribute to workplace stress as: demands of the job, control over work, support
from colleagues and management, working relationships, clarity of role, and organizational change
(Management Services, 2004). The assessment of value of workplace stress will indicate the strength and the
weakness of the organization. The paper also suggests measures in the form of training to enable
organizations and individuals to manage stress at workplaces in general and IT call centers in particular. The
paper is based on a study carried out in respect of a few selected IT call centers.

Singh (2009) examined role of work place stress and work culture on job satisfaction. The present study was
conducted on 210 managerial personnel working in different private sector organizations. The statistics
employed are Mean, Standard Deviation, t-test and bivariate correlation. The results of bivariate correlation
indicate that job positive and total positive stress are positively correlated with satisfaction with management
and overall satisfaction (job and management), whereas personal positive stress is significantly positively
correlated with overall satisfaction. Results of t-test indicate that there is significant mean difference in
satisfaction with job, satisfaction with management and overall satisfaction between high and low job
positive stress, personal positive stress and total positive stress. The difference is found significant for
satisfaction with management in the case of high and low work culture, namely, obligations towards others.

The perusal of the literature revealed the fact that increasing level of job stress is one of the core issues in a
corporate world and these corporations are trying to cope up with same. Previous studies on Level of Job
Stress among Employee focuses on the various causes of job stress among banking sector, IT sector and
manufacturing industries. The major job related factors were poor communication; work overload and poor
work culture environment. It also focuses on the role of Health care programmes in preventing stress. A
fresh research was needed to study the level of job stress among employees working in insurance sector and
its effect on employee‘s performance.

40
 CHAPTER-6

LIMITATIONS OF STUDY

41
LIMITATIONS OF STUDY

The following were the limitations of the study:

1. Non representative sample: In this research project a sample survey was conducted. A sample of
35 respondents was selected. So such sample size cannot be said to be the true representative of the universe.

2. Shortage of time: The time period of study was very limited. It is very difficult to have in detail study
on project work due to limited time period. The period of 4 to 6 weeks is not enough for the proper study of
the project.

3. Inadequate data: The data provided was not up to the mark due to which we faced problems in our
research.

4. Lack of scientific method: The lack of scientific training in methodology of research was great
impediment in our research program, which led to the delay of research.

5. Biasness in the responses: The answers provided by the respondents suffer from biasness.

6. Cost Factor: It was not possible to conduct extensive research due to paucity of funds. gaining the
reputation of being an employer of choice retaining valued employees; achieving reduced costs; and
maximizing available employees.

42
 CHAPTER-7

DATA ANALYSIS &

INTERPRETATION

43
 DATA ANALYSIS AND INTERPRETATION
Demographic Profile of Respondents
Demographics No. of Respondents Percentage of Respondents
AGE
20-25 12 34
25-30 7 20
30-35 5 14
35-40 6 17
40-45 3 9
Above 45 2 6
TOTAL 35 100
GENDER
Male 20 57
Female 15 43
TOTAL 35 100
DURATION
1-5 Years 24 69
5-10 Years 5 14
10-15 Years 6 17
TOTAL 35 100

Table depicted that majority of respondents were from the age group 20-25. Males were the majority of
respondents in the study conducted and duration of the employment was 1-5 years.

44
Statement 1: Frequency on job stress.
Frequency of Job stress

Frequency of Job stress No of Respondents Percentage of Respondents

Very often 5 14
Often 16 46
Rarely 8 23
Very rarely 6 17
Never 0 0
Total 35 100

Frequency of job stress

120

100

80

60
Number of Respondents

40 Percentage of respondents

20

0
very often rarely very never Total
often rarely

Analysis and interpretation: Out of the total 35 respondents 46% felt the job stress often, 23% rarely,
14% very rarely and remaining 14% very often. It can be interpreted that majority of the respondents felt
that the frequency of job stress was quite often.

45
Statement 2: kind of stress felt by Employees.
Kind of stress felt by employees

Opinion about kind of stress Number of respondents Percentage of respondents

Physical 4 11
Mental 7 20
Both 24 69
TOTAL 35 100

Kind of stress felt by employees

120

100

80

60 Number of respondents
Percentage of employees
40

20

0
Physical Mental Both TOTAL

Analysis and interpretation: out of the total 35 respondents 69% felt both types of physical and
mental stress, 20% felt mental stress and remaining 11% felt physical stress.

It can be interpreted that majority of the respondents felt both types of physical and mental stress.

46
Statement 3: Level of Job Stress.
Level of job stress

Level of Job Stress Number of Respondents Percentage of Respondents

Mild 4 11
Moderate 7 20
Severe 18 52
Extreme 6 17
TOTAL 35 100

Level of Stress

120

100

80

60 Number of Responders
Percentage of Responders
40

20

0
Mild Moderate Severe Extreme TOTAL

Analysis and interpretation: out of the total, 35% respondents, 52% face severe level of job stress, 20%
face moderate level of job stress, 17% of extreme and remaining 11% mild level of job stress. It can be
interpreted that majority of the respondents were of the opinion that they face severe level of job stress in
their company.

47
Statement 4: Causes of Job stress

Causes of Job stress

Causes of Job Stress Number of respondents Percentage of Respondents

Lack of clarity about responsibility 30 19
Poor relation with superiors 34 21
Role overloads 30 21
Lack of Career Progression 28 17
Job Insecurity 35 22
TOTAL 160* 100

*The total number of respondents was more than the sample size because of multiple choice options.

Causes of Job Stress

180
160
140
120
100
80
60
40
20 Number of respondents
0
Percentage of Respondents

Analysis and Interpretation: out of the total 35 respondents 22% respondents were of the opinion that one
of the main cause of job stress was job insecurity, followed by 21% of the respondents who rated role
overloads as a cause of job stress, 21% rated poor relation with superiors, 19% rated lack of clarity about
responsibility and remaining 17% rated lack of career progression as the major cause of job stress.

48
Statement 5: Job satisfaction affected by job stress.
Job satisfaction Affected by Job Stress

Job satisfaction affected by job Number of respondents Percentage of respondents

stress
Yes 21 60
No 4 11
Sometimes 10 29
TOTAL 35 100

Job satisfaction affected by job stress

120

100

80

60 Number of respondents
Percentage of respondents
40

20

0
Yes No Sometimes TOTAL

Analysis and Interpretation: Out of the total 35 respondents 60% felt that Job Satisfaction is affected by
Job Stress, 29% that sometimes it is affected and remaining 11% said that it is not affected by Job Stress.

It can be interpreted that majority of the respondents felt that Job Stress affects Job Satisfaction.

49
Statement 6: Job Performance Affected by Job Stress.
Job performance affected by job stress

Job performance Number of Respondents Percentage of Responders

Always 28 80
Sometimes 7 20
TOTAL 35 100

Job performance affected by job stress

120

100

80

60 Number of respondents
Percentage of respondents
40

20

0
Always Sometimes TOTAL

Analysis and Interpretation: Out of the total 35 respondents 80% felt that Job Stress affects Job
Performance Always and remaining 20% felt that Job Stress affects Job Performance but Sometimes.

It can be interpreted that majority of the respondents felt that Job Stress affects Job Performance always.

50
Statement 7: Ways Stress Affects Job Performance.
Ways stress affects job performance

Ways stress affects job Number of respondents Percentage of respondents

performance
Negatively affect the work 22 63
Helps in boosting performance 13 37
TOTAL 35 100

Ways stress affects job performance

120

100

80

60
Number of Respondents
Percentage of Respondents
40

20

0
Negatively affects Helps in boosting TOTAL
the work Performance

Analysis and Interpretation: Out of the total 35 respondents 37% felt that Job Stress helps in boosting the
performance of employees whereas remaining 63% felt that it negatively affects the work. It can be
interpreted that majority of the respondents felt that Job Stress helps in boosting performance of employees.

51
Statement 8: Spending Time with Family.
Spending time with family

Spending time with family Number of Respondents Percentage of Respondents

Very frequently 3 9
Frequently 7 20
Sometimes 16 46
Rarely 8 22
Never 1 3
TOTAL 35 100

Spending time with family

120

100

80

60

Number of respondents
40
Percentage of Respondents
20

Analysis and Interpretation: Out of the total 35 respondents 46% said that Sometimes they get time to
spend with their Family,20% Frequently, 22% Rarely, 9% very Frequently and remaining 3% get never time
to spend with their family.

It can be interpreted that majority of the respondents said that Sometimes they get time to spend with their
Family.

52
Statement 9: Health Effects of Job Stress.
Health Effects of Job Stress

Health effects of job stress Number of respondents Percentage of Respondents

Fatigue 6 17
Anxiety 9 26
Depression 14 40
Sickness 4 11
Neck and back pain 2 6
TOTAL 35 100

Health Effects of Job Stress

120

100

80

60

40 Number of Respondents
Percentage of Respondents
20

Analysis and Interpretation: Out of the total 35 respondents 40% experienced Depression, 26%
experienced Anxiety, 11% Sickness, 17% Fatigue and 6% Neck and Back Pain Health Effects due to Job
Related Stress.

It can be interpreted that majority of the respondents experienced Depression as one of the Health Effect due
to Job Stress.

53
Statement 10: Behavior Changes due to Job Stress.
Behavior Changes due to Job Stress.

Behavior Changes due to Job Number of Respondents Percentage of Respondents

Stress
Absenteeism and turnover
Nervousness and Tension
Reduction in productivity
Increase smoking & drinking
habits
Under eating
TOTAL
7 20
17 49
5 14
4 11
2 6
35 100

Behavior Changes due to Job Stress

120

100

80

60

40

20

Number of Respondents
Percentage of Responder

Analysis and Interpretation: Out of the total 35 respondents 49% suffered from Nervousness and Tension,
20% from Absenteeism and Turnover, 14% resulted reduction in Productivity, 6% suffered Under Eating
and remaining 11% adopt the habit of Smoking and Drinking.

54
It can be interpreted that majority of the respondents observed Nervousness and Tension as a major change
in their behavior due to Job Stress

Statement 11: Programs Adopted By the Organizations.

Programs Adopted By the Organizations

Programs Adopted By the Number of respondents Percentage of Respondents

Organizations
Employee and counseling 29 21
Opportunity for career 32 23
Development
Effective Training& development 28 20
programs
Work groups 30 21
Health clubs 21 15
TOTAL 140* 100

The total no of respondents was more than the sample size because of multiple choice question.

Programs Adopted By the Organizations

120

100

80

60

40

20

number of respondents
Percentage of respondents

Analysis and Interpretation: Out of the total 35 respondents 21% preferred Employee Counseling, 21%
Work Groups, 20% preferred Effective Training and Development Programmes, 23% for Opportunities of
Career Development and 15% preferred Health Clubs as different programmes that could be adopted by the
organizations.

55
It can be interpreted that majority of the respondents preferred Employee Counseling as one of the
programme that could be adopted by the organizations.

Statement 12: Individual Measures to Reduce Job Stress.

Individual Measures to Reduce Job Stress.

Individual Measures to Number of Respondents Percentage of Respondent

Reduce Job Stress
Leisure Activities 5 6
Yoga And Meditation 6 8
Time Management 8 26
Role management 21 60
Total 35 100

Individual Measures to Reduce Job Stress.

120

100

80

60

40 Number of respondents
Percentage of Respondents
20

Analysis and Interpretation: Out of the total 35 respondents 26% adopt Time Management, 60% Role
Management, 8% Yoga and Meditation and 6% spend time in Leisure Activities in order to reduce Stress.

It can be interpreted that majority of the respondents adopt Time Management as a measure to reduce Job
Stress.

56
 CHAPTER-8
FINDINGS OF STUDY

57
 FINDINGS OF THE STUDY
The findings of the study were as follows:

1. Majority of the respondents felt that the frequency of Job Stress was quite often.

2. Majority of the respondents felt both types of Physical and Mental Stress.

3. Majority of the respondents were of the opinion that they face Severe Level of Job Stress in their
organization.

4. They were of the opinion that Job Insecurity was the major cause of their Job Stress.

5. Majority of the respondents felt that Job Stress affects Job Satisfaction.

6. Majority of the respondents felt that Job Stress Always affects the Job Performance.

7. Majority of the respondents felt that Job Stress helps in boosting performance of employees.

8. They said that sometimes they get time to spend with their Family due to high level of Job Stress

9. Majority of the respondents experienced Depression as one of the Health Effect due to Job Stress

10. Majority of the respondents preferred Employee Counseling as one of the programme that could be
adopted by the organizations.

11. They ranked Participative Decision Making as the most important Stress Reduction Programme and
Personal Wellness Programme as least important.

12. Majority of the respondents adopt Time Management as a measure to reduce Job Stress.

13. Majority of the respondents agreed that Individual stress affects their Personal Performance and majority
disagreed that Financial Motivations reduce the stress. With the help of factor analysis correlation was found
between certain factors.

58
 CHAPTER-9
CONCLUSION & RECOMMENDATION
OF STUDY

59
 CONCLUSION
Stress is the which bodies experience as employees adjust to the continually changing environment .It has
physical and emotional effects on employees and can create positive or negative feelings. As a positive
influence, stress can help compel employees to action; it can result in a new awareness and an exciting new
perspective. As a negative influence, it can result in feelings of distrust, rejection, anger, and depression,
which in turn can lead to health problems such as headaches, upset stomach, rashes, insomnia, ulcers, high
blood pressure, heart disease, and stroke. The Corporate World is working harder than ever to reduce
employee stress on the job.

However, the pressure at the office is increasing -- too much to do and too few hours to do it in. Its the 24x7
culture: Perform or perish.

Employees working in the insurance sector are suffering from constant pressure due to constant work
pressure, no compensation for overtime work, working outside of office hours and at weekends.
Organizations should ensure that employees are always kind and gentle with themselves. They should also
ensure that employees use different stress relieving tools/systems to reduce their on-job-stress and improve
performance at the same time.

Previous studies on Level of Job Stress among Employee focuses on the various causes of job stress among
banking sector, IT sector and manufacturing industries. The major job related factors were poor
communication; work overload and poor work culture environment. It also focuses on the role of Health
care programmes in preventing stress.

A fresh research was needed to study the level of job stress among employees working in insurance sector
and its effect on employee‘s performance.

It can be concluded that the frequency of Job Stress was quite often among the Stress. They face Severe
Level of Job Stress in their organization. They felt Job Insecurity as the major cause of the Job Stress. They
were of the view that Job Stress affects Job Satisfaction and Always helps in boosting performance of
employees. They said that sometimes Employees working in Insurance Sector. They felt both types of
Physical and Mental they get time to spend with their Family due to high level of Job Stress. Majority of the
respondents experienced Depression as one of the Health Effect due to Job Stress and preferred Employee
Counseling as one of the programme that could be adopted by the organizations. They ranked Participative
Decision Making as the most important Stress Reduction Programme and Personal Wellness Programme as
least important. Majority of the respondents adopt Time Management as a measure to reduce Job Stress.
Majority of the respondents agreed that Individual stress affects their Personal Performance and majority
disagreed that Financial Motivations reduce the stress. With the help of factor analysis correlation was found
between certain factors

60
 RECOMMENDATIONS
The following recommendations were made after the research:

 Grievance Handling System should be implemented by the organizations for better counseling of
employees.

 Personal level Interactions should be increased to build good relations with superiors.

Effective Selection and Placement policies should be followed by placing Right Man at Right Job.

 The fear of unemployment should be removed so that they feel that their job is secured.

 Give employees opportunities to participate in decisions so that they have Decision making environment
in the organizations.

 Consult employees about scheduling and work rules and avoid unrealistic deadlines.

 Clearly define employees‘ roles and responsibilities and reduce their work overload.

61
CHAPTER-10
QUESTIONERE

62
 QUESTIONNAIRE
I, Amit Manchanda student of M.com at DAV College, Chandigarh is conducting a research on topic
―Impact of Job Stress on Employee Performance : A Study of Chahal Spintex Limited. Kindly help me to
gather the information by sparing your 5-10 minutes for filling the questionnaire. I will be very thankful. I
assure you that the information will be kept confidential.

A) DEMOGRAPHIC PROFILE:

NAME: __________________________

AGE: 20-25 25-30 30-35

35-40 40-45 Above 45

GENDER: Male Female

DURATION: 1- 5 Years 5-10 Years 10-15 Years

B) QUESTIONS:

1. Do you feel job stress?

Very Often Often

Rarely Never

Very rarely

2. What kind of Stress do you feel in your job?

Physical Mental

Both

3. How would rate the level of your job stress?

Mild Moderate

Severe Extreme

4. What are the main causes of Job Stress? (Multiple Choice Allowed)

Lack of clarity about responsibility

Poor relations with superiors

Role overloads

Lack of Career progression

63
Job Insecurity
5. Is Job Satisfaction is affected due to workplace stress?

Yes

No

Sometime

6. Does Stress affect your Job Performance?

Always

Sometimes

7. In what way Stress affect your Performance?

Negatively affects the work

Stress Helps in Boosting Performance

8. Do you get time to spend with your family each week?

Very Frequently Frequently

Sometimes Rarely

Never

9. Which of the following Heath effects you have experienced due to work related stress?

Fatigue

Anxiety

Depression

Sickness

Neck and Back pain

10. What are the changes you observe in your behavior due to work place Stress?

Absenteeism and Turnover

Nervousness and Tension

Reduction in Productivity

Increase Smoking & Drinking Habits

Under Eating

64
11. What are the programmes that could be adopted by the organizations to reduce stress?

(Multiple choices allowed)

Employee Counseling

Opportunities for Career Development

Effective Training and Development programmes

Work Groups

Health Clubs

12. Rank the following programmes in the order of their importance to the organization to reduce
work place stress?

Please rank on the scale of 1-5(1 being the most important and 5 being the least important)

Selection and Placement

Participative Decision Making

Redesigning the jobs

Personal Wellness Programmes

Stress Management Programmes

13. What measures are adopted by you in order to reduce Stress?

Leisure Activities

Yoga and Meditation

Time Management

Role Management

65
14. Kindly rate the following activities related to job stress in your organizations?

Statements Highly Agree Neutral Disagree Strongly

Agree(5) (4) (3) (2) Disagree
(1)
1. Complaining about stress
will hamper your career
prospects.
2. Lack of cooperation
between peer groups also
leads to job stress.
3. Financial, motivations
reduce the stress
4. Job security is one of the
main reasons of high job
stress.
5. Training & development
helps to cope up with
stress.
6. Stress becomes a reason for
absence from job.
7. Stress can affect the overall
performance of the
organization.
8. Individual stress affects
their personal performance.
9. Stress at work affects the
personal life of an
individual.
10. Stress is one of the reasons
of job blopping.

66
 ANNEXURE
A) DEMOGRAPHIC PROFILE:

NAME: __________________________

AGE: 20-25 25-30 30-35

35-40 40-45 Above 45

GENDER: Male Female

DURATION: 1- 5 Years 5-10 Years 10-15 Years

B) QUESTIONS:

1. Do you feel job stress?

Very Often Often

Rarely Never

Very rarely

2. What kind of Stress do you feel in your job?

Physical Mental

Both

3. How would rate the level of your job stress?

Mild Moderate

Severe Extreme

4. What are the main causes of Job Stress? (Multiple Choice Allowed)

Lack of clarity about responsibility

Poor relations with superiors

Role overloads

Lack of Career progression

Job Insecurity
5. Is Job Satisfaction is affected due to workplace stress?

Yes

No

67
 Sometime

6. Does Stress affect your Job Performance?

Always

Sometimes

7. In what way Stress affect your Performance?

Negatively affects the work

Stress Helps in Boosting Performance

8. Do you get time to spend with your family each week?

Very Frequently Frequently

Sometimes Rarely

Never

9. Which of the following Heath effects you have experienced due to work related stress?

Fatigue

Anxiety

Depression

Sickness

Neck and Back pain

10. What are the changes you observe in your behavior due to work place Stress?

Absenteeism and Turnover

Nervousness and Tension

Reduction in Productivity

Increase Smoking & Drinking Habits

Under Eating

11. What are the programmes that could be adopted by the organizations to reduce stress?

(Multiple choices allowed)

Employee Counseling

Opportunities for Career Development

Effective Training and Development programmes

Work Groups
68
 Health Clubs

1. Rank the following programmes in the order of their importance to the organization to reduce
work place stress?
2. Please rank on the scale of 1-5(1 being the most important and 5 being the least important)

Selection and Placement

Participative Decision Making

Redesigning the jobs

Personal Wellness Programmes

Stress Management Programmes

13. What measures are adopted by you in order to reduce Stress?

Leisure Activities

Yoga and Meditation

Time Management

Role Management

69