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ON
IMPACT OF STRESS ON PERFORMANCE
IN
KESORAM CEMENT – BASANTH NAGAR
SUBMITTED TO
Kakatiya University
Under guidance of
M. NANDA KISHORE
Asst. Professor
Department of Commerce and Business Management
Vani Niketan Institute of Management Studies
(Affiliated to Kakatiya University)
Mukarampura, Karimnagar-505001, AP.
2009-2011
1
CERTIFICATE
This is to certify that NAZIA TAHSEEN, bearing Hall Ticket No. 10104C1039 of
Administration.
This report has not been submitted to any other institute or University for the
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DECLARATION
NAZIA TAHSEEN
3
ACKNOWLEDGEMENT
I am indebted to the management of Vani Niketan Institute of Management
Studies, Mukarampura, Karimnagar. For their guidance and suggestions without
which the study would not have been completed.
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- Sampling procedure
- Research instrument
- Sample size
- Limitations of the Study
INTERPRETATION 81-106
SUGGESTONS 107-109
BIBILOGRAPHY
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CHAPTER-I
INTRODUCTION
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INTRODUCTION
What is stress?
Stress is a dynamic condition in which an individual is confronted with an
opportunity, constraint, or demand related to what he or she desires and for which the
outcome is perceived to be both uncertain and important.
Stress has its effects on all walks of life to manage stress effectively. It is
important to understand nature and effects of stress. Stress can be explained basically as
pressure upon a persons psychological system, which arises out Of complexity or intensity of
ones work life. According to Beehr and Newman, stress is "a condition arising from the
interaction of people and their jobs and characterized by changes with in people that force
them to deviate from their normal functioning".
Stress is the " wear and tear " our bodies experience as we adjust to our
continually changing environment; it has physical and emotional effects on us and creates
positive or negative feelings. As a positive influence, stress can help compel us to action;
it can result in a new awareness and an exciting new perspective as a negative influence,
it can result in feeling of distrust, rejection, anger and depression which in turn can lead to
health problems such as headaches, upset, stomach, heart disease and stroke. With the
death of a loved one, the birth of a child, a job promotion, or a new relationship, we
experience stress as we readjust our lives in so adjusting to different circumstances, Stress
will help or hinder us depending on how we react to it.
The study of stress in the organizational context has initially been done by Kahn,
Wolfe, Quinn, Snock & Rosenthal (1964). Since then, their pioneering studies in role stress
&stress in organizations have become an important point of reference.
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Job stress has mostly been defined as external agents disrupting the normal causing
strain. Caplan, Cobb, French, Harrison & Pinneau (1975) defined stress as "any
characteristic. Of the job environment that poses a threat to the individual".
From an interact ional point of view, Margolis, Kroes & Quinn (1974) defined stress
as a condition at work interacting with worker characteristic to disrupt psychological
homeostasis. Perhaps the most comprehensive interact ional definition If job stress we
given by French, Rodgers & Cobb (1974). They defined job stress as a "misfit between a
person's abilities & demands of the job & misfit in terms of a person's needs as supplied
by the environment". This approach of looking into job stress is known as the p-
e(person-environment) fit approach.
The researchers in the area of p-e fit (French et al.,1974) have identified two types of
fits, the need supply fit & the demands-ability fit. The need-supply fit refers to the extent of
discrepancy between the needs of a person & the supplies available in the job Environment to
meet those needs. The demand supply fit, on the other hand, deals with the relationship
between the demands of the job & the abilities of the individual to meet those needs.
French et al.,(1974) applied this concept of P-E fit to the organization context. for a better
understanding of the phenomenon of the job stress. A job is stressful to the extent to which it
provides the conditions for poor fits of either type to occur. They used for term ‘fit’ to
represent the discrepancies between the environmental & individual attributes. Job stress i-
e., poor P-E fit in the job environment can lead to illness of far-fetched consequences.
Studies in the area of P-E fit suggest that the P-E fit index of stress is a better predictor of strain
compared to either of the P-or-E-index considered singly (Caplan et al., 1975; Harrison,
1978;Kahana, 1978;Kulka, 1979;Blaul981; Furham & Schaeffer, 1984) with few criticisms
(Johnson, 1985; Dolinger, 1986).
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STRESS AND ITS IMPACT
It also includes palpitation & blood pressure in the body with mental
manifestations such as anger, fear, worry or aggression. In short, stress creates anomalies
in our body's homeostasis. When the extra chemicals in our bloodstream don't get used up
or the stress situation persists, it makes our body prone to mental & physical illnesses.
Medically, it has been established that chronic stress conditions can crumble our body's
immune system.
For example, imagine a secretary in an off. Her boss comes in, angry & furious.
He starts blasting the secretary for no apparent reasons. Now, her activated adrenaline
cycle would tell her to flee or fight. Her senses become acute, muscles tighten, heartbeats
& blood pressure increase & brain activity speeds up. She would probably like to walk
out or alternatively, turn around & punch him in the face. But she does neither, for to do so
might mean losing her job. So what follows? She bums up a lot of her body energy
without achieving anything. At the end of the day she would be left mentally, physically
& emotionally exhausted. It can happen to any body from a high profile businessman to a
student, an executive or a homemaker. All are burning out their energies to defend
themselves from their real or perceived stressors.
Aging is a natural & gradual process, except under extreme circumstances such as stress
or grief. The constant stressors of stress conditions result in a loss in neural & hormonal
balance. This loss of balance will cause increased oxidative damage accelerating aging in
our body. That's because, chronic disturbances in body homeostasis ultimately affect our
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hormone secreting glands, cell repair & collagen in our skin & connecting tissues.
Immune & neural degenerative diseases prevent this otherwise inevitable process from
following the normal & healthy course of events.
The level of hormone released apparently affects the total volume of the brain's
hippocampus-a major source of recall & memory function, in later life. Researchers
found those with high level of hormone release, had a hippocampus volume 14% less than
those with lower levels.
Therefore, "chronic stress may accelerate hippo cam pal deterioration" leading to
accelerated physical & brain aging.
ENVIRONMENTAL FACTOR:
Just as environmental uncertainty influences the design of an organization.
Changes in business cycle create economic uncertainties.
POLITICAL UNCERTAINTIES:
If the political system in a country is implemented in an orderly manner,
there would not be any type of stress.
TECHNOLOGICAL UNCERTAINTIES:
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Innovations can make an employees skill and experiences obsolete in a very short
period technological uncertainty therefore are a third type of period Technological
uncertainty therefore are a third type of environmental factor that can cause stress.
Computers, robotics, automation and other forms of Technological innovations are threat
to many people and cause then stress.
ORGANIZATIONAL FACTOR:
There are no storages of factors within the organizing that can cause stress;
pressure to avoid error or complete tasks in a limited time, work overload are few
examples.
TASK DEMANDS:
Task demands are actor related to a person’s job. They include the design of the
individual’s job working condition, and the physical work layout.
ROLE DEMANDS:
Role demands relate to pressures placed on a person as a function of the
particular role he or she plays in the organization. Role overhead is experienced when the
employee is expected to do more than time permits.
Role ambiguity is created when role expectations are not clearly understood and
employee is not sure what he/she is to do.
INTERPERSONAL DEMANDS:
Interpersonal demands are pressures created by other employee. Lack of social
support from colleagues and poor. Especially among employed with a high social need.
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ORGANIZATIONAL LEADERSHIP:
Organizational leadership represents the management style of the organizations senior
executive. Some executive offices create a culture characterized by tension, fear, and
anxiety. They establish unrealistic pressures to perform in the short-run impose.
Organizations go through a cycle. They are established. They grow, become mature, and
eventually decline. An organization’s life stage- i.e., where it is in four stage cycle-
creates different problems and pressures for employees. The establishment and decline
stage are particularly stressful.
INDIVIDUAL FACTOR:-
They typical individual only works about 40 hrs a week. The experience end
problems that people encounter in those other 128 non-work hours each week can spell
over to the job.
FAMILY PROBLEMS:
National surveys consistently shows that people hold family and discipline,
troubles with children are examples of relationship problems that create stress for
employee and that are not at the front door when they arrive at work.
ECONOMIC PROBLEMS:-
Economic problems created by individuals overextending their financial resources
are another set of personal trebles that can create stress for employee and distract their
attention form their work.
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POTENTIAL SOURCES OF STRESS
Environmental factors
• Economy uncertainty Individual differences Physiological
• Political uncertainty • Perception Symptoms:
• Technological • Job experience • Headaches
uncertainty. • Social support • High blood
• Belief in locus pressure
Organizational factors. of control • Heart disease.
• Task demands • Hostility.
• Role demands
• Interpersonal
demands Psychological symptoms
• Organizational Experience stress. • Steep disturbances
leadership depression
• Organizational life • Decrease in job
stage. satisfaction
Behavioral symptoms
Individual factors: • Productivity
• Family problem • Absenteeism
• Economic problems. • Turnover
• Accidents.
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NEED OF THE STUDY:
The stress management is using in terms of most of the employees are have good or
bad opinion about work & organization. Because the organization is giving more work to the
employees & applying extra working hours to the employees, then they are feel more stressful.
From the stress employees are feeling upset haven't any interest about the work. Stress is
increasing problem with in you & organization. That means, the employees are suffering from
health problems like heart attack, blood pressure, psychological & physical problems. These are
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OBJECTIVES OF THE STUDY:
1) To know whether stress has become increasing problem due to more workload
on occasions.
6) To study the potential & mental capability of employees overcoming stress due to various
reasons.
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SCOPE OF THE STUDY:
Stress is a burning issue, now a days most of the industry employees are facing a lot of
problem with stress, due to more working hours & producing more output than their
capacity. Like way, in this organization stress is an increasing problem & destroys the health
of individuals. Every aspect contains both I-e., negative & positive sides, that means there
is not only negative but also positive. Negative stress is a giving more problems to the
employees & positive stress is a giving motivation to the employees & they have interested doing
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RESEARCH METHODOLOGY
RESEARCH DESIGN:-
SOURCES OF DATA:-
There are various methods of data collection. They are
• Primary data
• Secondary data
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PRIMARY DATA:-
SECONDARY DATA:-
The secondary data i.e., establishment, location and capacity etc, were
collected from the management's annual reports, circulars, journals, information brochures
etc.
SAMPLING METHOD:
SAMPLE SIZE:-
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COLLECTION OF DATA THROUGH QUESTIONNAIRE:
Hence structured questionnaire was prepared & presented to the respondent &
related question were asked questionnaire mainly contains closed-ended open-ended
questions. This has been used in order to assess the respondent to know whether they are
free from stress or not.
INTERVIEW METHOD:
The interview method of collecting data involves presentation of oral-verbal stimuli &
method can be used through personal interview method.
PERSONAL INTERVIEW:
Personal interview method requires a person known as the interviewer asking questions
generally in a face-to-face contact to the other person or persons.
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LIMITATIONS OF STUDY:
1) Time-taken for the study is not sufficient to collect the complete & full-fledged
data from employees.
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INTRODUCTION OF CEMENT:
The basic need of human being is food. Cloth in and shelter love and
affection/possession is on never ending process for a human being.
As the time passes on human being their wants and wishes also changed from
ancient time to modern times and among then the living pattern and construction
works also have changed form temporary construction of house to permanents
construction and the basic material used in construction is cement.
Cement the word as per oxford: It is commonly used in any substance applied
for soft stocking thing. But cement means is most vital and important material for
modern constructions. It is a material which sets and hardness when mixed with
water. Cement is basically used in construction as a building agent. In ancient times
clay bricks and stones have been used for construction works.
The Romans were using a binding or a cementing material that would harden
and water. The first systematic effort was make buy SMEATION who undertook the
execution of a new lighthouse in 1756. He observed that production obtained by
during limestone was the best cementing material for work under water.
The construction is lost centuries was with lime that was the main equipment
used for construction work. The ancient constructions like Tajmahal, Qutubminar,
Mysore palace, Red fort, Charminar, etc., and the evidence of lime construction.
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THE INDIAN CEMENT INDUSTRY:
By starting production in 1914 the story of Indian cement industry is a stage of
continuous of growth.
Indian is the fourth largest cement producer after China, Japan and
USA so far annual production and demand has been growing a pace at roughly 68
million tons with an installed capacity of 82 million tons.
Cement Industry is the major Industry it has taken rapid strides for a modest
beginning at Porbandar in 1914 to the 1980’s with over understanding out of the 60
units, 14 units are in the uric sector, remaining units are in private sectors.
Indian endowed with cement grade lime stones (90 Billion tons) and Coal (190
Billion tons). The basic raw material required for cement manufacture and self
sufficient in manufacturing cement marking, machineries. During nineties it had a
particular impressive expansion with a growth rate of 10%.
The strength and vitality of cement industry can be gouged by the interest
shown and support given by World Bank, considering the excellent performance of
the industry in utilizing loans and achieving the objectives and targets. The World
Bank is examining the feasibility of providing a third line of credit for further
upgrading Industry in varying areas, which will make it global. Therefore India today
totally installed capacity of over 30 million tons, employing over a 100 thousand
people directly and contributing among of Rupees 8 billion to India’s GDP.
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Technology:
Cement may be manufactured employing three alternative
technologies.
1) The largely out molded will process technology.
2) The more modern dry process that required only 19% coal utilization,
3) The latest percallinator technology or raw material is partly or completed
carried out before the feud inters the rotator kin besides saving power, the
adoption of this technology enable in increase in installed capacity by
30,35% the 30,000 tons per day plants being set up in the country use this
technology.
DISTRIBUTION SYSTEM;
Distribution of cement was entirely under Government Control until 1982. At
present the Industry has to make an agreement towards the levy quota which is to be
sold compulsory to the Government the direst of the output or open market quota may
be sold in the open market evolved prices the output lifted by the Government is
allocated sate wise.
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Kesoram cement is doing its business from deceases and it is continuously
contributing to the national economy. In even Industry now days there is no special
interest for particularly department like production or manufacturing but now a days
total quality management parlays a vital for the company’s success.
Distribution channel pays a vital role for the company’s success. Distribution
channels are link between the company and consumers
To day in India cement industry is producing 58.3 million tones per annuam
indicating surplus conditions while its demand is 56.7 million ton per annum Now the
cement market has become buyer market which was a selling market till 1970’s and
so that quality and brand taken and upper edge for cement marketing.
To day the installed capacity at India cement industry is 771 lakh tones. But in
India 16 major plants are producing 583 lakh tons while all India cement demand is
569 lakh tones leaving the balance exports.
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ABOUT THE INDUSTRY:
HISTORY:
The fist unit at Basanthnagar with capacity of 205 lakh tones per
Annum incorporating suspension preheated system was commissioned during
the year 1969. The Second unit was setup in 1971 with a capacity of 2.1 tones
per annum and the third unit with a capacity of 2.5 lakh tons per annum went
on stream in the 2009. the coal from this company is being supplied from
Singareni Collieries and the power is obtained form APFENCO. The power
demand for the factory is out 21 Mw. Kesoram has got 2DG sets of 4 Mega
watts. Each installed in the year 1987.
Kesoram Cement has set up a 15 Kw capacity power plant to facilitate
for uninterrupted power supply for manufacturing of cement stars at 24th
August 2006 per hour 12 MW, actual power is 15 MW.
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The plant layout is rational to being with. The limestone is rich in
calcium carbonate a key factor that influences the quality of final product. The
day process technology used in the latest computerized monitoring overseas
the manufacturing process. Samples are sent regularly t the bureau of Indian
standards, National council of constructional building material for certification
of derived quality norms.
Company is contributing about Rs. 12.00 Cores per annum to the state
exchequer in the form of commercial tax, royalty, land revenue etc.,
So also an amount of Rs. 25.00 cores per annum is paid to Govt. of India
towards central Excise duty.
SUPREME PERFORMANCE:
AWARDS:
Kesoram cement bagged prestigious award including nation award for
productivity technology, conservation and several state awards.
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For the year 1984 Kesoram bagged “Best family planning effort in the
state” of the federating of A.D. chambers of commerce and industry 1986-
1987. It also begged the national award for the year 1989-1990 for the best
performance among all cement plants in India. This award installed by
national council for cement and building material (NCBM) in association with
the department of power ministry of energy, Government of India.
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S. No. Year Details
1) 1976 FAPCCI award for best family planning efforts in
the state.
2) 1978 FAPCCI award for best industrial
promotion/expansion efforts in the state.
3) 1984 Best family planning efforts in the State.
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16 1993 Mines safety award in Andhra Pradesh.
)
30
29 1998 The “BALATONDON” Gold medal award has
been bagged by Basanthnagar lime stone mines
)
for environmental protection from the mining
engineers India New Delhi.
30 1997-98 The “Best Pay roll Saving group award among
1989-199 private sectors.
)
31
41 2003-04 MISRILALL Jain environmental award by
federation of Indian Mineral Industry. FIMI-
)
Federation of India Mineral Industry presented
by Dasari Narayana Rao Union Minister of State
of Coal Mines.
42 2005 Award for the best efforts GODAVARI
PRADUSHANA PARYAVARNA
)
PARIRAKSHANAA GOAVAKSHAMU,
GODAVARIKHANI. On the occasion of Earth
Day Celebrations.
43 2005 Best award for protecting the environment
presented by GODAVARI PRADUSHANA
)
PARYAVARNA PARIRAKSHANAA
GOAVAKSHAMU, GODAVARIKHANI
(GPPPG) On the occasion of HIROSHIMA DAY
“Godavarikhani.
44 2006 OUT STANDING ACHIEVEMENT award by all
Indian manufactures organization Andhra
)
Pradesh State.
ORGANIZATION CHART
Organization chart indicates at a glance the structure of organization of
the department heads up to managers. Further the organization chart helps in
identifying the channel of communication. The organization chart of Kesoram
cement is enclosed.
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LIBRARIES AND READING ROOMS:
A bout 6,000 books are available in the library. All kind of newspapers
and magazines are made available in reading rooms for the family reading of
the employees and their families.
CANTEEN:
Is provided to cater to need of the employers for supply of snacks, tea,
coffee and meals, they are provided with normal charges.
SCHOOL:
English Medium School, Telugu Medium Schools and Oriya medium
Schools are provided to meet the education of the requirement of the
employee’s children with nominal charges.
DISPENSARY:
The company has provided a dispensary with qualified medical officer
and Para medical staffs for the benefit of employees are covered under ESL
scheme to avail the medical facilities form the ESI Hospitals.
HOUSE JOURNAL:
A House journal in the name of “BASANTHNAGAR SAMACHAR”
is brought out quarterly where in all important activates of the plant are
published.
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the vacancies of lower position by promoting the existing employe3es. The
company has 4 categories of employees.
1. Bad lies
2. permanent work men
3. supervisory staff
4. Managerial Staff.
PROMOTION POLICY:
The promotions of the staff and officers are based on merit and objective
evaluation of the individuals for this purpose. The following criteria are taken as a
basis.
a. The qualitative requirement for the concerned position.
b. The number of years of experience in the present grade.
c. Performance of the individual in the present position and grade.
d. The Potential of the individual for the higher position.
e. Seniority among the existing employees.
PROCEDURE:
• Head of the department shall send his recommendations regarding
promotion of individual.
• The personnel department shall scrutinize the recommendations based
on the above policy and put up to the Sr. President for approval.
• The movement of and employee not involving promotion or demotion
is described as transfer. A transfer normally does not involve a material
change in responsibility of compensation.
• Clause 17 of the Kesoram cement standing orders clearly state that
“the company shall have the right of transfer an employee from one
department to another department or from one department at
34
Basanthnagar to Hyderabad office or to any sister concern under this
management.
• In the appropriate order a clause is inserted which states that “your
services can be transferred to any other department or to any other
sister concern of the company time”.
• The developmental activities relate not only to the new recruit but also
existing requires further development of certain skills and abilities.
CHAPTER-III
A THEORETICAL
FRAME WORK
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Stress has been called “the invisible”. A disease may affect you. Your
organization and any of the people in it, so you cannot afford to ignore it.
Evaluation of stress:
The Garden of Eden began as a tranquil stress environment. However, when
Adam was given the tantalizing chance to at the forbidden fruit, he was trust into
humankind’s first stressful situation. Adam was offered a choice and, as we know,
decision-making is the breeding ground for conflict, frustration and distress.
Definition:
Stress in individual is defined as any interference that disturbs a person’s
health, mental and physical well being. It occurs when the body I required to perform
beyond its normal range of capability.
Stress is the way that you react physically, mentally and emotionally to
various conditions, changes and demands your life. High levels of stress can affect
your physical and mental well being and performance.
Behar and Newman define job stress as “a condition arising from the
interaction of people and their jobs and characterized by changes within people that
force them to deviate from their normal functioning”.
36
Stress is a dynamic condition, which an individual is confronted with an
opportunity, constraint or demand related to what he or win or lose and lowest for
those individual who think that winning losing is certainty she desires and for which
the outcome is perceive ad to be both uncertain and important. Stress is associated
with constraints and demands. The former prevent you from doing what you desire
the latter refers to the loss of something desired. Stress is highest for those individuals
who perceive that they are uncertain as to whether they will win or lose and lowest for
those individuals who think that winning or losing is certainty.
Canadian physician Hans Selye (1907-1982) in his book the stress of life 1956
popularized the idea of stress. According to selye, the general adaptation syndrome
consists three phases.
Pestonjee has attempted / identified three important sectors of life which stress
originates. These are
Job and organization, refers to the totally of the work environment (task,
atmosphere, colleagues, compensation, policies, etc.) The social sector refers to the
other such factor. The intrapshychic sector encompasses those things. Which are
intimate, and persona, like temperament. Values, abilities and health. It is contended
that stress can originate in any of these sector or in combination thereof.
37
In the finger below it can be seen that magnitude of stress emanating from the stress
to learner limit of the individual to handle to these stress. This indicates a balances
state,
&
G
H
U
Y
N
R
B
C
C
C
R
L
T
SI
S
J
38
In the figure, we find that job and organization loads have increased and have
made a dent in the personality. In this stage, we find minor surface changes taking
place, which are quite manageable.
I
N
J
S T
O
O R
B
C A
&
I S
O
A Y
R
L U
G
C
H
Adaptation attempt
a) Extra effort
b) Excessive concern of task
c) Worries
d) Anxiety
In the stage three and the figure below, we find that job and
organization loads have become unmanageable and interact with intrasycuchic loads.
This is the sage at which he negative consequences of the stress become apparent.
Most of the stress related diseases emerge at this point. When the situation persists,
we move into the next stage in which we state operating beyond the “stress tolerance
limit”.
39
STRESSORS & LOADERS
I
J N
O S T
B O R
& C A
O I S
R A Y
G L U
C
H
Frantic copying
Several types of breakdown and cracks are observable in this stage i.e., fourth
stage. If unchecked, the situation may culminate into the last and most intense phase
wherein complete disintegration of personality takes place. At this stage, the
individual requires proper psychological and medical care. The figure below depicts
the fourth and fifth stage.
40
STRESS OR LOADS
I
N
T
J S R
O O A
B C S
& I Y
O A U
R L C
G H
I
C
A
VT
L
NL
N
D
I
41
Pestonjee has developed a mode to explain how we cope with stress reaction.
It is called the BOUNCE model because the behavioral decomposition taking place
due to stress tense to get reflected in interpersonal reactions. The reactions are
received and analyzed by the environment, which in turn, bounce back signals to the
individuals to bring about a change either at the orgasmic level or at the response
level.
EXTERNAL (SOCIL)
HONEYMOON STAGE:-
This stage can be described as accounting for the euphoric feeling of
encounter with the new job such as excitement, enthusiasm, challenge and pride,
Dysfunctional features emerge in two ways first: the energy reverses are gradually
depleted in cooing with the demands of a challenging environment. Second, habits
and strategies for coping with the stress are formed in this stage, which is often not
useful in coping with later challengers.
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FUEL SHORTAGE STAGE:-
This stage can be identified as composed of the value feelings of loss.
Fatigue and confusion arising from the individual’s overdraws on reverses of
adaptation energy. Other symptoms are dissatisfaction, inefficiency, and fatigue and
sleep disturbances leading to escape activate such as increased eating, drinking &
smoking.
CRSIS STAGE:-
When these feelings and physiological symptoms persist over period, the
individual enters the sage of crises. At this stage, he develops “escape mentally” and
feels oppressed. Heightened pessimism, self-doubling tendencies, peptic ulcers,
tension headaches, chronic backaches, blood pressure.
TYPES OF STRESS:-
• It is the stress for the day-to-day adaptability of man to his environment and
results in the maintenance of internal steady state (homeostasis) it is known as
neuters. For example, one produces neuters in order to breath, work.
• Stress is through of in negative terms. It is thought to be caused by something
bad (for example, the boss gives a formal reprimand for poor performance). It
the stress response is unfavorable and potentially disease producing, this is
known as distress. Constant worry in a susceptible individual can lead to
ulcers.
If the stress response is favorable and results is favorable and results in improvement
in physical and / or mental functioning, it is called estruses. This is the positive,
pleasant side of stress caused by good things. For examples, an employee is offered a
job promotion at another I.
43
CAUSES OF STRESS
Society the working world and daily life have changer almost beyond
recognition in the past 50 years. These changes have contributed to major increase in
stress.
Stress is caused from both outside & inside the organization & from
groups that employees are influenced by & from employees themselves.
STRESSORS:
The agents or demands that evoke the potential response are referred to
as stressors. According to syele a stressors is “whatever produces stress without
functioning hormonal or nervous systems”.
44
ORGANIZATIONAL STRESSORS:
Beside the potential stressor that occurs outside the organization, there
are also those associated with the organization itself. Although the organization is
made up of groups & individuals, there are also more macro-level dimensions unique
to the organization that contains potential stressor.
POLICIES
STRUCTURES
• Centralization, Lack of participation in decision making
• Little opportunity for advancement
• A great amount of formalization
• Interdependence of departments
JOB
• Line – Staff conflicts
STRESS
PHYSICAL CONDITIONS
• Crowding & lack of privacy
• Air pollution
• Safety hazards
• Inadequate lighting
• Excessive, heart or cold
PROCESS
• Poor communication
• Poor / inadequate feedback about performance
• Inadequate / ambiguous measurement of performance
• Unfair control systems
45
• Inadequate information
46
GROUP STRESSORS:
The group can also be a potential source of stress. Group stressor can be
categorized into tree areas
INDIVIDUAL STRESSORS:
In a sense, the other stressors (Extra organizational, organizational &
group stressors) all eventually get down to the individual level. For example role
conflict, ambiguity, self-efficacy & psychological hardiness may all affect the level of
stress someone experiences.
47
CONSEQUENCES OF STRESS
• Individual consequences
• Organizational consequences
• Burnout
INDIVIDUAL CONSEQUENCES:
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 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 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 feeling depressed. Job related stress could caused
dissatisfaction, infect 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
research conducted, it reveled that stress could create changes in metabolism,
increase heart and breathing rates, increases blood pressure bring out
headaches and induce heart attacks.
48
ORGANIZATIONAL CONSEQUENCES:
Organizational consequences of stress have direct affect on the
organizations. These include decline in performance, withdrawal and negative
changes in attitude.
• Decline in performance can translate into poor quality work or a drop in
productivity. Promotions and other organizational benefits get affected due to
this.
• Withdrawal behavior also can result from stress. Significant from of
withdrawal behavior is absenteeism.
• One main affect of employee stress is directly related to attitudes. Job
satisfaction, morale and organizational commitment can all suffer, along with
motivation to perform at higher levels.
BURNOUT:
A final consequence of stress has implementation for both people and
organizations. Burnout is a general feeling of exhaustion that develops when an
individual simultaneously experiences too much pressure and few sources of
satisfaction.
49
MANAGING STRESS IN THE WORK PLACE
Many strategies have been developed to help manage stress in the work
place. Some are strategies for individuals and other is geared toward organizations.
50
INDIVIDUAL COPING STRATEGIES:
Many strategies for helping individuals manage stress have been
proposed.
EXERCISE RELAXATION
TIME MANAGEMENT
ROLE MANAGEMENT
SUPPORT GROUP /
NETWORKING
BEHAVIORAL SELF –
CONTROL COGNITIVE
THERAPY COUNSELING
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
51
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 ideas is that many daily pressures can be eased or eliminated if a person
does a better job of managing time. One popular approach to time management is to
make a list, every morning or the thing 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 thing that can be delegated
or postpone, then of more of more of the important things done very day.
ROLE MANAGEMENT:
Somewhat related to time management in which the individual actively
work 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. Support groups can be particularly useful during
times of crisis.
52
BEHAVIORAL SELF-CONTROL:
In ultimate analysis, effective management if stress presupposes of self-
control on the part of an employee. By consciously analyzing the cause and
consequences of their own behavior, the employee can achieve self-control. They can
further develop awareness of their own limits of tolerance and learn to anticipate their
own responses to various stressful situations. The strategy involves increasing an
individual’s control over the situation rather than being solely controlled by them.
COGNITIVE THERAPY:-
The cognitive therapy techniques such as Elli’s rational emotive model
and Meichenbaum’s cognitive strategy fir modification have been used as an
individual strategy for reducing job stress.
COUSELING:-
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 concerned
will affect 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 in these domains into
the work life which might affect his occupation mental health.
ORGANISATIONAL STRATEGIES:-
The most effective way of managing stress calls for adopting stressors
and prevent occurrence of potential stressors.
53
EMPLOYEES
ORGANISATIONAL STRATEGGIRS FOR STRESS STRESS
REDUCTION REDUCTION
INSTITUTIOAL COLLATERAL
PROGRAMS PROGRAMS
Work Design
Work Schedule Stress management programs
Culture Health promotion programs
Supervision Other Programs
INSTITUTIONAL PROGRAMS:-
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.
54
Stress is a dynamic condition in which an individual is confronted with
an opportunity, constraint or demand related to what he or she desired and for which
the outcome is perceived to be both uncertain and important. The term stress has
many definitions, (Lazarus & Folk man, 1984) defines stress as an internal state
which can be caused by physical demands on the body or by environmental and social
situations which are evaluated as potentially harmful, uncontrollable, or exceeding our
resources for coping. The physical, environmental and social causes of the stress state
are termed stressors.
While stress at work will remain a major challenge to occupational
health, our ability to understand and manage that challenge is improving. The future
looks bright. Work stress is recognized worldwide as a major challenge to worker’s
health and the healthiness of their organizations. Workers who are stressed are also
more likely to be unhealthy, poorly motivated, less productive and less safe at work.
Their organizations are less likely to be successful in a competitive and less safe at
work. Their organizations are less likely to be successful in a competitive market.
Stress can be brought about by pressure at home and work. Employers
cannot usually protect workers from stress arising outside of work, but they can
protect them from stress that arises through work. Stress at work can be a real
problem to the organizations as well as for its workers. Good management and good
work organizations are the best forms of stress prevention. If employees are already
stressed, their managers should be aware of it an know how to help.
Selye (1956) define stress as a nonspecific response of the body to any
sort of demand made on it. Seyle defines this “demand", which could include a
stimulus or an event, as a stressor and notes that a wide variety of stimuli is capable of
producing the same internal stress response. Stressors are external and can come in
several different forms, ranging from extreme temperature to a physical assault.
According to Seyle, once the individual has been exposed to the stressor, a
physiological stress response will occur. This response can be observed through
several different measures, including elevated heart rate, dilated pupils, increased
blood pressure and galvanic skin response (GSR) (which measures the electrical
conductivity of the skin that changes
55
GUILT
STRESS
ANGER FEAR
STRESSOR STRESS
Although stress is a physiological response to external stimuli the stress response can
also affect individuals in many important dimensions beyond simple physiological
reactions. For example, individual and group performance, decision making process
and perception are all affected by stressors. Adding this performance dimension to the
framework, the entire relationship can be represented as shown in Figure 1.2. Because
56
operational deployments inherently have many stressors that may affect military
personnel and their functioning, understanding each part of this frame work is
seesntial to improve the effectiveness of soldiers during deployment. In general, stress
is considered to have an inverted U-shaped relationship with performance that is,
performance may improve under moderate levels of stress but decline under high or
constant stress.
Figure 1.2 Stresses Can Affect Performance
57
MODERATORS IN STRESSOR – STRESS – PERFORMANCE
RELATIONSHIP
Some moderators may function as both type 1 and type 2 moderators, depending on
the context for example, as shown in the figure, training can help to reduce the
physiological stress response to an external stressor and prevent performance
degradation in the face of stress. For cases in be the most common manifestation of
the moderator.
STRESSORS:
vacation demands some coping; and a little stress is useful in helping us to adapt. But
beyond some point “stress” become “distress”. What acts to produce distress varies
greatly from person to person, but some events seem to be stressors for many of us.
Chief among these are injuries or infections of the body; annoying or dangerous
STRESS CYCLE:
Stress has a number of immediate effects and if the stressors are maintained,
Distress Cycle
58
Change stressors Disease stressors Phobic stressors
Chemical stressors Emotional stressors Physical stressors
Commuting stressor Environmental stressors Social stressors
Decision stressors Family stressors Work stressors
Painstressors
Where stress comes
from
Stress overloading
Behavioral Medical
Emotional disorder Cognitive disorder
disorder disorders
(chronic anxiety and (memory
(Obesity and (headaches,
depression, phobias problems,
alcoholism) hyper tension
personality changes obsessive thoughts
and heart
and mental illness) and sleep disorder)
disease)
Decreased Productivity
Decreased Enjoyment
Decreased intimacy
Overall cost
59
Wellness Cycle
Increased productivity
Increased enjoyment
Increased intimacy
Overall effects
WELLNESS CYCLE
What stressors do the body? Hans Selye (1956, 1976) termed the body’s
syndrome consisting of three stages as shown in figure 1. They are 1) The alaram
60
General arousal system
Normal level
Of resistance
The alaram reaction is essentially the emergency response of the body. In this
stage response of the body, many of them mediated by the sympathetic nervous
61
Newberry, 1983) or a host of other diseased may occur at this stage or late in the stage
of resistance (Selye, 1976, Allen, 1983).
Research since Yerkes and Dodson has supported the inverted – U relationship
between stress and performance. Scott (1966) finds that individual performances
increases with stress and resulting arousal to an optimal point and then decreases as
stress and stimulation increase beyond this optimum. Further more, Srivastava and
Krishna (1991) find evidence that an inverted – U relationship does exist for job
performance in the industrial context. Seyle (1975) and McGrath (1976) also suggest
an inverted – U hypothesis, assuming that external stressors produce a stress response
that is similar physiologically to arousal. Sanders (1983) and Gaillard and Steyvers
(1989) find that performance is optimal when arousal is at moderate levels. When
arousal is either too high or too low, performance declines.
62
enough stimulation to keep the individual vigilant and alert, but not enough to divert
or absorb his energy and focus. At low levels of stress, in contrast activation and
alertness may be too low to foster effective performance, while at high levels of
stress; arousal is too high to be conducive to task performance.
Many critics of the inverted – U hypothesis argue that the relationship between
stress and performance does not have a U – shape. One alternative model is a negative
linear relationship Jamal (1985) argues that stress at any level reduces task
performance by draining an individual’s energy, concentration and time. Vroom
(1964) offers a similar explanation, suggesting that physiological response caused by
stressors impair performance. Some psychologists even suggest a linear positive
relationship between stress and performance. For example, Merlin (1977) argues that
at low levels of stress, challenge is absent and performance is poor. Optimal
performance in his model comes at the highest level of stress.
There have been some studies in support of this hypothesis, including Arsenault and
Dolan (1983) and (1995). Despite the empirical evidence supporting these alternative
theories, the inverted – U hypothesis is still the most intuitively appealing and the
most used explanation for how stress and performance are related (Muse, Harris and
Field 2003).
Stress can affect an individual’s decision – making process and ability to make
effective judgments. For example, Easterbrook (1959) proposes a “cue utilization
model” and argues that when exposed to stressors, individual experience “perceptual
narrowing” meaning that they pay attention to fewere perceptual cues or stimuli that
could contribute to their behavior or decision. Peripheral stimuli are likely to be the
first to be screened out or ignored.
63
AROUSAL, SRESS AND ANXIETY TRAITS
State anxiety
Movement to movement changes in feelings of
nervousness worry and apprehension associated
with arousal of the body
Decision – making models proposed by Janis and Mann (1977) support this
hypothesis and suggest that under stress, individuals may make decisions based on
incomplete information. Friedman and Mann (1993) suggest that when under
conditions of stress, individuals may fail to consider the full range of alternatives
available, ignore long-term consequences and make decisions based on
oversimplifying assumptions. Further more, the work of Staw; Sandelands and Dutton
(1981) suggests that individuals may suffer from performance rigidity because of their
reduced search behavior and reliance on fewer perceptual cues to make decisions.
Research by Shaham, Singer and Schaeffer (1992) suggests that individual are
more likely to use heuristics (rules of thumb or guidelines based on experience that
are used to help in decision-making) when they are faced with external stressors. They
compare the heuristic use of two groups of people on a survey, one that was asked to
64
first complete an analytical test while being subjected to loud noises and a second that
did not complete the stress exposure test. These authors find that individuals in the
experimental group, who exhibited elevated levels of hostility, anxiety and irritability
after their initial exposure to the stressors, were about 12.5 percent more likely than
the control group to use heuristics while taking the second survey.
65
STRESS AND GROUP FUNCTIONING:
Most importantly, Driskell, Carson and Moskal (1988) find that when
subjected to stressful conditions, individuals are more likely to yield control to their
partners or superiors. As a result, authority tends to become more concentrated and
hierarchy more pronounced. In addition, communication within the group may suffer
as a result of perceptual narrowing. Cannon-Bowers and Salas (1998) hypothesize that
the stimuli lost through perceptual narrowing are those most important to group
communication and effectiveness. As a result, the group – level effects of stress may
be even more significant than those at the individual level. Stress can also lead to
what Janis and Mann (1977) call “groupthink”, in which members of the group may
66
ignore important cues, force all members to conform or adhere to the consensus
opinion and even rationalize poor decisions.
Research also suggests that moderate levels of stress can have positive effects
on job satisfaction and organizational commitment while reducing turnover intent.
These findings seem to be an extension of the inverted U shaped relationship
discussed previously. Under this hypothesis at moderate levels of stress, individual
performance and productivity are likely to be higher and can contribute to higher job
satisfaction and organizational commitment. Zivnuska, Kiewitz and Hochwarter
(2002) find that moderate levels of stress tend to be correlated with higher levels of
job satisfaction than either very high or very low stress levels.
The authors explain this effect by nothing that moderate stress is perceived as
stimulating and challenging, without being unbearable. Empirically, the authors
demonstrate the nonlinear relationship of stress with turnover, intent, value attainment
and job satisfaction by including a tension-squared terms as a predictor variable in
their model. They find that the tension – squared term has a statistically significant
relationship with each of the outcome variables. These findings suggest that turnover
intent increased quadratic ally with job tension, while value attainment and job
satisfaction decrease quadratic ally with tension.
These findings are supported by the work of Milgram, Orenstein and Zafrir
(1989) which looks at the effects of stress on a group of Israeli soldiers. They find that
moderate levels of stress foster increased group cooperation, commitment and morale
all of which can contribute to effective group performance. As stress levels decline
from the optimal level the authors find that individual endorsement of official goals of
the military, military unit morale and loyalty to the unit also decline. Taken together
these studies suggest that although stress often comes along with a negative
connotation in popular language, it does exist in positive and helpful forms that can
contribute to individual and group intensity and achievement. This type of stress is
likely to be particularly important for military personnel in peacekeeping
deployments, where a certain level of stress may help maintain vigilance and reduce
boredom.
67
THE STRESS RESPONSE
Threats Disease
Excitements Discomfort
Challenge Pain
ADVERSITY DEPRESSION
Conflict
Cortex
Core of adrenal glands
Release of Release of
CORTISONE NORADRENALIN
68
LONG TERM EFFECTS OF STRESS:
(MBI). The authors note that individuals with high MBI scores tend to also exhibit
Work by Lee and Ashforth (1990) supports the argument that high and
consistent exposure to stress can lead to burnout. They find that psychological strain
and bnout have a correlation of 0.94 and that physiological strain and burnout have a
correlation of 0.56. Although this does not imply a casual relationship, it does support
the argument that individual stress levels are strongly related to burnout. Long terms
exposure to stressors can also have other negative effects.
Cropanwano, Rapp, AND Bryne (2003) find that long term exposure to high
levels of stressors can lead to emotional exhaustion, which has been shown to degrade
organizational stress can also lead to physical problems, including cardiovascular
disease, muscle pain, stomach and intestinal problems, decreased fertility and reduced
immune system strength. Long-term stress can also lead to feelings of anger, anxiety,
fatigue, depression and sleep problems.
69
experience, genetics, lack of social support, or the existence of other mental or
physical diseases (Green, 1990, Kahana, Harel and Kahana 1988, Adler, Vaitkus and
Martin 1966). Important from the perspective of this report, combat experience is one
of the types of stressors that can bring on PTSD.
Work stress:
Work related stress is the response people may have when presented with
work demands and pressures that are not matched to their knowledge and abilities
which challenge their ability to cope. Stress occurs in a wide range of work
circumstances but is often made worse when employees feel they have little support
from supervisors and colleague and where they have little control over work or how
they can cope with its demands and pressures.
There is often confusion between pressure or challenge and stress and
sometimes it is used to excuse bad management practices. Pressure at the work place
is unavoidable due to the demands of the contemporary work environment. Pressure
perceived as acceptable by an individual, might even keep workers alert, motivated,
able to work and learn, depending on the available resources and personal
characteristics. However, when that pressure becomes excessive or otherwise
unmanageable it leads to stress. Stress can damage your worker’s health and business
performance.
Stress results from a mismatch between the demands and pressures on the
person on the one hand and their knowledge and abilities. This includes not only
situations where the pressures of work exceed the worker’s ability to cope but also
where the worker’s knowledge and abilities are not sufficiently utilized and that is a
problem for them.
A healthy job is likely to be one where the pressures on employees are
appropriate in relation to their abilities and resources, to the amount of control they
have over their work and to the support, they received from people who matter to
them. As health is not merely the absence of disease or infirmity but a positive state of
complete physical, mental and social well-being (WHO 1986) a healthy working
environment is one in which there is not only an absence of harmful conditions but an
abundance of health promoting ones.
70
These may include continuous assessment of risks to health, the provision of
appropriate information and training on health issues and the availability of health
promoting organizational support practices and structures. A healthy work
environment is one in which staff have made health and health promotion a priority
and part of their working lives.
INDIVIDUAL
Career development Organizational symptoms
• High absenteeism Prolonged
• High labour turnover strikes
Organizational structure & Climate
Frequent and
• Industrial relations
sever
difficulties accidents
• Poor quality control apathy
Home – work interface
Poor work organization that is the way we design jobs and work systems and
the way we manage them, can cause work stress. Excessive and otherwise
unmanageable demands and pressure can be caused by poor work design, poor
management and unsatisfactory working conditions. Similarly, these things can
results in workers not received sufficient support from others or not having enough
control over their work and its pressures.
Research findings show that the most stressful type of work is that which
values excessive demands and pressures that are not matched to workers knowledge
and abilities, where there is little opportunity to exercise any choice or control and
where there is little support from others.
71
The more the demands and pressure of work are matched to the knowledge
and abilities of workers, the less likely they are to experience work stress. The most
support workers received from other at work, or in relation to work, the less likely
they are to experience work stress. The more control workers have over their work
and the way they do it and the more they participate in decisions that concern their
jobs, the less likely they are experience work stress. Most of the causes of work stress
concern the way work is designed and the way in which organizations are managed.
Because these aspects of work the potential for causing harm, they are called “stress
related hazards” and these are listed in table 1. One should keep in mind, though, that
some of these hazards may not be considered harmful in specific cultures.
Job content
Monotonous, under stimulating, meaningless tasks
Lack of variety
Unpleasant tasks
Aversive tasks
WORKING HOURS
72
WORK CONTEXT
Career development, status and pay
Job insecurity
Lack of promotion prospects
Under-promotion or over-promotion
Work of “low social value”
Piece rates payments scheme
Unclear or unfair performance evaluation systems
Being over-skilled or under-skilled for the job
INTERPERSONAL RELATIONSHIPS
Inadequate, inconsiderate or unsupportive supervision
Poor relationships with co-workers
Bullying, harassment and violence
Isolated or solitary work
No agreed procedures for dealing with problems or complaints
ORGANIZATIONAL CULTURE
Poor communication
Poor leadership
Lack of clarity about organizational objectives and structure
73
resulting in absence from work and preventing the worker from being able to work
again.
PHYSICAL WORKCONTEXT
SOCIAL & ORGANIZATIONAL PSYCHOSOCIAL WORK
ENVIRONMENT ENVIRONMENT
Pathway Pathway
EXPERIENCE OF STRESS
74
Work stress affects the individuals in the following ways:
• Become increasingly distressed and irritable
• Become unable to relax or concentrate
• Enjoy their work less and feel less committed to it
• Experience serious physical, such as
o Heart disease
o Disorders in blood pressure
o Headaches
o Musculo – Skeletal disorders (such as lock back pain and upper limb
disorders)
If key staff or a large number of workers are affected, work stress may
challenge the healthiness and performance of their organization. Unhealthy
organizations do not get the best market but eventually even their survival.
STRESS
ILLNESSIndividual
75
Work stress affects the organizations in the following ways:
• Increased absenteeism
• Decreasing commitment to work
• Increasing staff turn-over
• Impairing performance and productivity
• Increasing unsafe working practices and accident rates
• Increasing complaints from clients and customers
• Adversely affecting staff recruitment
• Increasing liability to legal claims and actions by stressed workers and
• Externally
76
Essential steps in risk management:
EVALUTION
RISK
RISK ASSESSMENT TRANSLATION REDUCTON
(Including AUDIT)
FEED BACK
ORGANIZATIONAL
LEARNING & TRAINING
Assessment of Risk
Implementation
Evaluation of of Action Plan
Action Plan
77
Basic steps in Stress Risk Management:
Identify Likely
Identify & Assess key Markers Risk Factors
of Employees &
Organizational Health
78
discussion. A proper plan of action is to be made and implemented in the relevant
manner in order to overcome the stress conditions revision of action plan is to be done
and implemented in order to overcome the risks in the organizations.
There are a number of ways by which the risk of work stress can be reduced
These include:
• Ergonomics
• Work and environment design
• Organizational and management development
• Secondary prevention, reducing stress through:
• Worker education and training.
79
Management of Introduction of peer
counseling support group support network
Local Government
Stakeholder’s views
Successful policies
80
Work pressure and Job performance
High
Job
Performance Work Work
under Over
load load
Low Inadequate Optimum work Addend work
Work load pressure pressure
zFF
81
Job description have to be clear It is important that an employee’s
manager and other key staff are aware of
the relevant details of the job and make
sure that demands are appropriate.
82
CHAPTER – IV
DATE ANALYSIS &
INTERPRETATION
83
1. Do you get on well with your co-workers?
Always ( ) Sometimes ( ) Never ( )
The 85% of the employees are always well with their co-workers.
The 10% of the employees some time well with their co-workers
5% of the employees are not getting well with their co-workers.
85% of the employees are always well with their co-workers. It means the
organization follows good communication skills to maintain co-ordination.
Always
Sometimes
Never
84
2. Do you let others know about your feeling?
Always ( ) Sometimes ( ) Never ( )
The 30% of the employees always let others know about their feelings.
The 70% employees sometimes let others know about their feelings.
It is clear that all the employees want to share their feelings with their
co-workers.
Always
Sometimes
Never
85
3. Do you get anger due to depression?
Always ( ) Sometimes ( ) Never ( )
Always
Sometimes
Never
86
4. The organization focus on close supervision in maintaining performance?
Always( ) Sometimes( ) Never( )
The 40% of the employees always feel that the organization focus on close
super vision in maintaining performance
The 55% employees feel at sometimes
5% of the employees never feel.
It is clear that most of the employees feel that the organization focus on close
supervision in maintaining performance.
Always
Sometimes
Never
87
5. The organization seeks opinion of employees in developing the strategies for
maintaining performance?
Always ( ) Sometimes ( ) Never ( )
The 30% of the employees always agree with the organization in seeking
opinions of employees in developing the strategies for maintaining
performance
The 50% agrees sometimes
20% never agree.
It is clear that the organization takes more number of opinions from the employees in
developing the strategies for maintaining performance.
Always
Sometimes
Never
88
6. Are you satisfied with management decision-making process?
Always ( ) Sometimes ( ) Never ( )
The 65% of the employees satisfied sometimes with the management decision
making process
The 35% never.
Always
Sometimes
Never
89
7. How do you react when your superiors are not able to co-operate with you?
Always( ) Sometimes( ) Never( )
It is clear that Most of the employees react slowly to their superior words.
Always
Some Time
Never
90
8. Do you feel like stress in your job?
The 50% of the employees are respondents believe that they stress at work
occasionally.
The 49% of the employees are respondents never feel stress.
1% of the employees are respondents always feel stress at work.
It is clear that 50% of employees are that feel stress at work occasionally.
Always
some times
never
9. How often do you worry about physically environment problems in the work
place (Temperature , Lighting & Gases)
91
Total 100 100
Always
Some times
Never
92
Inference: As it is evident from the table:
Majority of the 55% respondents feel inability to cope up with new technology
occasionally.
34% of respondents not feel to cope up with new technology.
11% of respondents always feel inability to cope up with new technology.
It says that 55% of respondents are feel stress to cope up with new technology
occasionally.
Yes
No
Some Times
Yes( ) No( )
93
Total 100 100
It is clear from study that 62% of respondents feel stress is creating problem.
Yes
No
94
Total 100 100
It is evident from the study that 56% of employees never have excessive work load in
their job.
Yes
No
Some Times
95
Some Times 28 28
Total 100 100
Yes
No
Some Times
14. How often do you worry about time pressure to complete the work?
96
Some Times 28 28
Never 69 69
Total 100 100
69% of the respondents never worry about the time pressure to complete the
work.
28% of the respondents worry about the time pressure to complete the work
occasionally.
3% of the respondents always worry about time pressure to complete the
work.
It is evident from the study that 69% of employees never worry about the time
pressure to complete the work.
Always
Some Times
Never
97
Response No of Respondents Percentage (%)
Strongly Agree 15 15
Agree 46 46
Disagree 39 39
Total 100 100
46% of the employees get upset when other people make mistakes.
39% of the employees are did not get upset when other people make
mistakes.
15% of the employees are strongly agree to get very upset when other
people make mistakes.
It is clear from the study 46% of employees felt irritation when other people
make mistakes.
Strongly Agree
Agree
Disagree
98
Agree 57 57
Disagree 12 12
Strongly Disagree 9 9
Total 100 100
It is evident that 57% of employees are felt that lack of the communication causes
stress.
Strongly Agree
Agree
Disagree
Strongly Disgaree
99
Never 32 32
Total 100 100
It is understood from the study that 58% of employees feel lack of co-operation
from sub-ordinates occasionally.
Always
Some Times
Never
100
Total 100 100
51% respondents believe that they never worry about lack of interest.
44% of the respondents believe that they worry about lack of interest some
time only.
5% of the respondents always worry about lack of interest.
Always
Some Times
Never
101
Total 100 100
It is understood from the study that 53% of employees never indulge mental disorder
at work place.
Always
Some Times
Never
20. Does the stress in your personal life affect your job performance?
102
Inference: from the above table evident that :
47% of the respondents says that there is no personal life stress in their job
performance.
36% of the respondents says that there is some affect of stress in personal life
affect in their job performance.
21% of the respondents says that there is large affect of stress in personal life
affect in their job performance.
It is clear that 47% of employees felt that personal life stress not affect in their job
performance.
To Large Extent
To Some Extent
Not At All
103
Inference: From the above table we evident that:
Strongly Agree
Agree
Disagree
Yes ( ) No ( )
104
86% of the respondents feel that physical exercise & yoga can reduce the
stress.
14% of the respondents feel that physical exercise & yoga can’t reduce the
stress.
It is clear that 86% of employees felt that physical exercise & yoga can reduce the
stress.
Yes
No
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49% of the respondents agree to relaxation reduces the stress.
42% of the respondents strongly agree to relaxation for reduces the stress.
9% of the respondents disagree to relaxation reduces the stress.
Strongly Agree
Agree
Disagree
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53% of the respondents strongly agree to spending time with their family to
reduce the stress.
45% of the respondents agree to spend time with their family to reduce stress.
2% of the respondents disagree to spend time with their family to reduce the
stress.
It is understood from the study that 53% of employees strongly agree to spending
time with their family to reduce the stress.
Strongly Agree
Agree
Disagree
Participating Sports/recreation
decision making( ) facilities( )
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Inference: From above table we evident that
45% of the respondents feel that the organization should conduct yoga and
meditation to control the stress.
21% of the respondents feel that the organization should conduct sports/
recreation to control the stress.
18% of the respondents feel that the organization should conduct seminars by
eminent speakers to control stress.
16% of the respondents feel that the organization should conduct participate
decision making to control stress.
It is clear that 45% of employees felt that yoga and meditation to control the stress
Training Programs on
Yoga/M edication
Seminars by eminent
speakers
Participating decision
making
Sports /recration
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CHAPTER –V
CONCLUSION &
SUGGESTIONS
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SUGGESTIONS:
A small percentage of the employees did have high stress, person’s facing
being achieving etc. as a ready for the above said employees facing stress
are advised to attend stress management courses which will has them to
build coping strategies and cause out their stress. The stress management
Relation.
Time management.
Since T&D job related factors, performance appraisal & job satisfaction
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CONCLUSIONS:
NAGAR, the aim was to find the stress levels, personality type of the
reveled that fall under low stress category only organization to some
extent.
At the end of the study we can concluded that through there are
sings of stress among the employees & such stress is affecting their
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BIBLOGRAPHY:
SYSTEM
NEW DELHI
PEARSON EDUCATION
INTERNET
WWW.kesoram cement.com
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Questionnaire on impact of stress
On performance
Competencies.
May I request you to give feedback on the following factors, which shall be
exclusively used for the purpose of project work and not for any other
purpose.
KARIMNAGAR
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SECTION – I POROFILE OF EMPLOYEE
Name : ________________________________________
Age : ________________________________________
Department : ________________________________________
Experience : ________________________________________
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SECTION – II STRESS INDICATORS
7. How do you react when you superiors are not able to cooperate ( )
with you ?
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8. Do you feel like stress in your job? ( )
a)Always b)sometimes c)Never
9. How often do you worry about physically environment problems in the work
place (Temperature, Lighting, Gases) ( )
a) Always b) Sometimes c)Never
14. How often do you worry about time pressure to complete the work?( )
a) Always b) Sometimes c) Never
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19. How often do you indulge disorder at work place at work place?
(Irritation, Loss of memory etc) ( )
a) Always b) Sometimes c) Never
20. Does the stress in your personal life affect your job performance? ( )
a) To large extent b) To some extent c) Not at all
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