Stress - Project Final Report

1

A STUDY ON STRESS AND ITS IMPACTS AMONG THE EMPLOYEES WITH REFERENCE TO DAY`N`DAY SERVICES PVT LTD A PROJECT REPORT Submitted to the FACULTY OF MANAGEMENT SCIENCE In partial fulfillment of the requirements For the award of the degree Of MASTER OF BUSINESS ADMINISTRATION Anna University Chennai 600 025 June 2011

2

ii

ABSTRACT The project titled ―A STUDY ON STRESS AND ITS IMPACTS ON EMPLOYEES‖ is conducted at Day`N`Day services Pvt Ltd. The study is attempted to analyze the impact of occupational stress among the employees on their performance. The objectives of this study are to find the factors causing occupational stress, impact of occupational stress and to suggest remedial steps to correct it. Researcher used Descriptive research for this research work. A Sample size of 93 respondents was taken for the study. Primary data is collected from the employees through the standard questionnaire framed on the basis of objectives. Secondary data are collected from magazines Newspapers, websites. Statistical tools like Percentage analysis, Chi-Square test and Weighted Average methods are used for the data analysis and data interpretation. From this study it is found that majority of the employees are in middle level of stress and also other findings are listed. Based upon the findings, suggestions are also given to the organization to overcome the impacts caused by occupational stress.

3

iii

4 Acknowledgement

i

Abstract

ii

Declaration

iii

TABLE OF CONTENT Chapter No.

List of Contents

Page No.

Chapter 1

Introduction

1

1.1

Industry Profile

16

1.2

Company Profile

19

1.3

Need for Study

24

1.4

Objectives of the study

25

1.5

Scope of Study

26

1.6

Research Methodology

27

1.7

Limitations of Study

29

1.8

Review of Literature

30

Chapter 2

ANALYSIS AND INTERPRETATION

2.1

Data Analysis and Interpretation

Chapter 3

33

FINDINGS SUGGESTIONS AND CONCLUSION

3.1

Findings

56

3.2

Suggestions

58

3.3

Conclusion

59

Bibliography

60

5

LIST OF TABLES

Table No

Title

Page No

2.1

Age of the respondents

33

2.2

Gender of the respondents

34

2.3

Qualification of the respondents

35

2.4

Income of the respondents

36

2.5

Number of years employees working in the organization

37

2.6

Respondents feel about their job profile

38

2.7

Respondents getting stressed when someone find fault in work

39

2.8

Respondents having family problems

40

2.9

Respondents feeling that Long working hours cause stress

41

2.10

Respondents getting stressed when their work is not recognized

42

2.11

Respondents having financial problems

43

2.12

Respondents saying that their job description doesn‘t suite their

44

profile 2.13

Level of stress among employees

45

2.14

Respondents feeling that they can‘t complete work within the

46

specified time 2.15

Respondents admitting that their relationship with other

47

employees gets affected. 2.16

Respondents commit more number of mistakes

48

6

2.17

Respondents lose their patience when dealing with the clients

49

2.18

Respondents feel like quit the job

50

2.19

Respondents opinion about Recognizing and rewarding work

51

2.20

Number of respondents feels that reducing the work load will reduce the stress

52

2.21

CHI-SQUARE TESTS-1

53

2.22

CHI-SQUARE TESTS-2

54

2.23

Weighted Average Analysis

55

7

LIST OF CHARTS Chart No

Title

Page No

2.1

Age of the respondents

33

2.2

Gender of the respondents

34

2.3

Qualification of the respondents

35

2.4

Income of the respondents

36

2.5

Number of years employees working in the organization

37

2.6

Respondents feel about their job profile

38

2.7

Respondents getting stressed when someone find fault in work

39

2.8

Respondents having family problems

40

2.9

Respondents feeling that Long working hours cause stress

41

2.10

Respondents getting stressed when their work is not recognized

42

2.11

Respondents having financial problems

43

2.12

Respondents saying that their job description doesn‘t suite their

44

profile 2.13

Level of stress among employees

45

2.14

Respondents feeling that they can‘t complete work within the

46

specified time 2.15

Respondents admitting that their relationship with other

47

employees gets affected. 2.16

Respondents commit more number of mistakes

48

2.17

Respondents lose their patience when dealing with the clients

49

2.18

Respondents feel like quit the job

50

8 2.19

Respondents opinion about Recognizing and rewarding work

51

2.20

52

2.21

Number of respondents feels that reducing the work load will reduce the stress CHI-SQUARE TESTS-1

2.22

CHI-SQUARE TESTS-2

54

2.23

Weighted Average Analysis

55

53

9

1.1 INTRODUCTION

DEFINITION: Stress in individual is defined as any interference that disturbs a persons‘ healthy mental and physical well-being. It occurs when the body is required to perform beyond its normal range of capabilities.

Stress is the way that you react physically, mentally and emotionally to various conditions, changes and demands in your life. High levels of stress can affect your physical and mental wellbeing and performance.

The results of stress are harmful to individuals, families, society and organizations, which can suffer from ―organization stress‖. Ivancevich and Matteson define stress as individual with the environment.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 of three phases.



Alarm Reaction: The first is the alarm phases. Here the individual mobilizes to meet the threat. The alarm reaction has two phases. The first phases includes in initial ―stock shock phase‖ in which defensive mechanism become active. Alarm reaction is characterized by autonomous excitability; adrenaline discharges; increase heart rate, ulceration. Depending on the nature & intensity of the threat and the condition of the organization the period of resistance varies and the severity of symptoms may differ from ―mild invigoration‖ to ―disease of adaptation‖.

10 

Resistance: The second is the phase of resistance. The individual attempts to resist or cope with the threat. Maximum adaptation occurs during this stage. The bodily signs characteristic of the alarm reaction disappear. It the stress persist, or the defensive reaction proves ineffective, it may overwhelm the body resources. Depleted of energy, the body enters the phase of third.



Exhaustion: Adaptation energy is exhausted. Sings of the alarm reaction reappear, and the resistance level begins to define irreversibly. The organism collapses.

DEFINING STRESS AT WORK Change in working practices, such as the introduction of new technology or the alternation of new technology or the alternative of targets, my cause stress, or stress may be built into an organizations‘ structure. Organizational stress can be measured by absenteeism and quality or work.

ORGANIZATIONAL STRESS:Stress affects as well as the individual within them. An organization with a high level of absenteeism, rapid staff turnover, deteriorating industrial and customer relations, a worsening safety record, or poor quality control is suffering from organizational stress.

The below chart shows one example of the structure of a department in an organization, indicating typical causes of stress that may affect stress at certain levels in the structure, and particular.

11

Stress is contagious; anyone who is not performing well due to increases the amount of pressure on their colleagues, superiors, and subordinates.

The cause may range from unclear or overlapping job descriptions, to lack of communication, to poor working conditions, including ―sick building syndrome‖.

12

POTENTIAL SOURCES OF STRESS: There are three categories of potential stressors:  Environmental factor  Organization factor  Individual factors

 Environmental factors: 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: New innovations can make an employee‘s skills and experiences obsolete in a very short period of time. Technological uncertainty therefore is 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 them stress.

 Organization factors: There are no storages of factors within the organization that can cause stress; pressures to avoid error or complete tasks in a limited time period, work overload are few examples. Task demands are factors related to a person‘s job. They include the design of the individual‘s job working conditions, and the physical work layout.

13

 Individual factors: The typical individual only works about 40 hrs. a week. The experience and problems that people encounter in those other 128 non-work hrs.each week can spell over to the job.

Family problems: National surveys consistently show that people hold family and discipline, troubles with children are examples of relationship problems that create stress for employee and that aren‘t 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 troubles that can create stress for employees and distract their attention from their work

Potential sources

Consequences

14

CAUSES OF STRESS Society the working world and daily life have changed almost beyond recognition in the past 50 years. These changes have contributed to a 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 with or without functioning hormonal or nervous systems‖.

 Organizational stressors:  Group Stressors  Individual Stressors

Organizational stressors: Besides the potential stressors that occur 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 stressors.

MACRO-LEVEL ORGANIZATIONAL STRESSORS: POLICIES 

Unfair, arbitrary performance reviews.



Rotating works shifts.



Inflexible rules.

15 STRUCTURES 

Centralization; Lack of participation in decision making.



Little opportunity for advancement.



A great amount of formalization.



Interdependence of departments.

 Line-Staff conflicts. PHYSICAL CONDITIONS 

Crowding & lack of privacy.



Air pollution.



Safety hazards.



Inadequate lighting.



Excessive, heat or cold.

PROCESS 

Poor communication.

 Poor / inadequate feedback about performance.  Inaccurate / ambiguous measurement of performance.  Unfair control systems.  Inadequate information.

GROUP STRESSORS: The group can also be a potential source of stress. Group stressors can be categorized into three areas.

1. Lack of groups cohesiveness:―Cohesiveness‖ or ―togetherness‖ is a very important to employees, especially at the lower levels of the organizations. If the employee is denied the opportunity for this cohesiveness because of the task design, because the supervisor does things to prohibit or limit it, or because the other members of the group shut the person out, this can be very stress producing.

16

2. Lack of social support:Employees are greatly affected by the support of one or more member of a cohesive group. By sharing their problems & joys with others, they are much better off. It this type of social support is lacking for an individual, it can be very stressful.

3. Intra-Individual, interpersonal & inter-group conflict:Conflict is very closely conceptually or hostile acts between associated with in compatible or hostile acts between intra-individual dimensions, such as personal goals or motivational needs / values, between individuals within a group, & between groups.

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.

17

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. These can be subsumed under three categories: 

Individual consequences



Organizational consequence



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 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 wellbeing 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.

18  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.

Organizational consequences: Organizational consequences of stress have direct effect 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 form of withdrawal behavior is absenteeism.  One main effect 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.

19

Managing stress in the work place 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

20 alcoholism and the like. Employees under stress require help in overcoming its negative effects. The strategies used are:

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 job of managing time. One popular approach to time management is to make a list, every morning or the thins 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.

21

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. Support groups can be particularly useful during times of crisis.

BEHAVIORAL SELF-CONTROL:In ultimate analysis, effective management if stress presupposes exercise of self-control on the part of an employee. By consciously analyzing the cause and consequences of their own behavior, the employees 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 situations 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.

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.

22

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 effect his occupation mental health.

ORGANIZATIONAL 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.





Work Design Work schedules Culture

Stress Management programs Health promotions programs Other programs

Supervision

INSTITUTIONAL PROGRAMS: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.

23 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.

24

1.2 INDUSTRY PROFILE: The tertiary sector of the economy (also known as the service sector or the service industry) is one of the three economic sectors, the others being the secondary sector (approximately the same as manufacturing) and the primary sector (agriculture, fishing, and extraction such as mining). The service sector consists of the "soft" parts of the economy, i.e. activities where people offer their knowledge and time to improve productivity, performance, potential, and sustainability. The basic characteristic of this sector is the production of services instead of end products. Services (also known as "intangible goods") include attention, advice, experience, and discussion. The production of information is generally also regarded as a service, but some economists now attribute it to a fourth sector, the quaternary sector. The tertiary sector of industry involves the provision of services to other businesses as well as final consumers. Services may involve the transport, distribution and sale of goods from producer to a consumer, as may happen in wholesaling and retailing, or may involve the provision of a service, such as in pest control or entertainment. The goods may be transformed in the process of providing the service, as happens in the restaurant industry. However, the focus is on people interacting with people and serving the customer rather than transforming physical goods. For the last 30 years, there has been a substantial shift from the primary and secondary sectors to the tertiary sector in industrialized countries. This shift is called tertiarisation. The tertiary sector is now the largest sector of the economy in the Western world, and is also the fastest-growing sector. Examples of service sector employment include: 

Government



Healthcare/hospitals



Public health



Waste disposal



Education

25 

Banking



Insurance



Financial services



Legal services



Consulting



News media



Hospitality industry (e.g. restaurants, hotels, casinos)



Tourism



Retail sales



Franchising



Real estate

Service economy The term service economy refers to a model wherein as much economic activity as possible is treated as a service. For example, IBM treats its business as a service business. Although it still manufactures high-end computers, it treats the physical goods as a small part of the "business solutions" industry, and has found that the price elasticity of demand for "business solutions" is much less than that for hardware. There has been a corresponding shift to a subscription pricing model. Rather than receiving a single payment for a piece of manufactured equipment, many manufacturers are now receiving a steady stream of revenue for ongoing contracts. Another example is the banking industry, which has gone through enormous changes in recent years. Using information and communication technology, banks have vastly reduced the number of staff they need. Many banks and building societies have merged to form much ―leaner‖ businesses capable of extracting more profit from a wider customer base.

Issues for service providers Service providers face obstacles selling services that goods-sellers rarely face. Services are not tangible, making it difficult for potential customers to understand what they will receive and what value it will hold for them. Indeed some, such as consultants and providers of investment services, offer no guarantees of the value for price paid.

26 Since the quality of most services depends largely on the quality of the individuals providing the services, it is true that "people costs" are a high component of service costs. Whereas a manufacturer may use technology, simplification, and other techniques to lower the cost of goods sold, the service provider often faces an unrelenting pattern of increasing costs. Differentiation is often difficult. For example, how does one choose one investment adviser over another, since they often seem to provide identical services? Charging a premium for services is usually an option only for the most established firms, who charge extra based upon brand recognition.

List of countries by service output: Below is a list of countries by service output in 2009. Rank

Country

Output (millions of US$)

—

European Union

11,973,605

1

United States

10,963,075

2

Japan

3,877,065

3

Germany

2,424,032

4

France

2,111,325

5

China

2,091,226

6

United Kingdom

1,637,705

7

Italy

1,548,451

8

Brazil

1,078,217

9

Spain

1,024,828

10

Canada

952,872

27

1.3 COMPANY PROFILE: INTRODUCTION: Day 'N' Day services was incepted during the year 1987 by three directors Mr. Beer Mohideen, Mr.Ebinesh and Mr.Rakesh. The three directors have got varied experience in various field for over 21 years specializing in Facility Management services and also integrated facility services. Their experience and continuous efforts had made the company expand their operations in diverse. The company is engaged in various activities viz. Support Services / Facility maintenance/ Manpower service specialized in varied categories (i.e. Housekeeping, Civil/ Architectural & Maintenance Services, Hospital & Hotel Cleaning, Front office management services, Warehouse handling services, Security Services, Banking services and Industrial labor supplies for Govt. and Private sectors etc.) on contract basis The organization serves in the above respective fields for the past 15 years throughout India - i.e. New Delhi, Mumbai, Goa, Pune, Kolkata, Chennai, Coimbatore, Bangalore, Hyderabad, Pondicherry, Trichy, Salem, Vellore and Madurai. The organization employees around 1250 staff rendering our customer facilities and support service activities in all cities in India. The company has a turnover of more than 90 crore per annum. It is also a registered company of having its own P.F, ESI codes, service tax registration, Pan No. and ISO 9001 – 2000 certified company. The company is engaged in various activities viz. Support Services / Facility maintenance/ Manpower service specialized in varied categories (i.e. Housekeeping, Civil/ Architectural & Maintenance Services, Hospital & Hotel Cleaning, Front office management services, Warehouse handling services, Security Services, Banking services and Industrial labor supplies for Govt. and Private sectors etc.) on contract basis

28

SERVICES OFFERED BY THE COMPANY The following are the various types of services that are offered by the company.

Manpower Services: 

HR. Admin. Executives



Front Office Managers



Computer Operators



Receptionists



Male/ Female Secretaries



Data Entry Operators



Security Guards



Librarians



Accountants



Jr. Accountants



Cashiers



Tally Clerks



Inventory Clerks



Stenographers



Office Assistants



Courier boys & Office boys

House Keeping Staff 

Utility Boys (House Keeper)



H.K.Supervisors



Launderers



Caretakers/ Pantry Staffs



Swimming Pool Cleaners

Transport Services 

Staff bus operators

29

Hotel & Catering Staff 

F & B Managers



Catering Supervisors



Storekeepers



Inventory clerks



Cook (Indian/ Continental)



Stewards/ Waiters



Kitchen/ Dining workers



Skilled/ Unskilled workers



CLIENTS OF THE COMPANY: Hotel Industry – Chennai 

Connemara Hotel



Fisherman Cove



Park Sheraton



Tajcoramandal Hotel



The Oriental Hotels Ltd.

Government Firms – Chennai 

Aqua Culture Authority of India



Bharat Heavy Electricals Ltd.



Central Foot ware Training Institute.



Chennai Petroleum Corp. Ltd.



Engineers India Ltd.



Security Exchange Board of India.

30

Multi-National Companies  Accel 

British Airways



Castrol India Ltd.



Cairn Energy India Pvt. Ltd.



Colgate



Consulate General of Japan



DHL Worldwide



Excel India Pvt. Ltd.



F.A.O. (UN)



Global electronics commerce Ltd.



Global Tele Systems Ltd.



GMAC TCFC



IBM Global India Ltd.



LG Electronics

Factories  Kothari sugar & Chemicals 

Indian Additives Ltd.



Mahindra & Mahindra



Modern Bread Ind. Ltd.



Petro Araldites Products Ltd.



Sri Ram Fibers.

31

Software Companies  Bitec 

Brigade Corporation Ltd.



Cognizant Technologies Solutions India Ltd.

First Computers 

HCL Technologies



I.B.M. India Ltd., (Chennai, Pondy)



Integrated Data Base (I) Ltd.



Precision Galaxy Pvt. Ltd.

Supermarkets  Foodworld Supermarket (Chennai all branches) 

Foodworld Supermarket (Vellore, Pondicherry)



Musicworld - all stores



Spencer & Co.

Business Process Outsourcing  Dishnet DSL 

Fresh & Honest Cafe Ltd.,



TVS Finance & Services Ltd.,

32

1.4 NEED FOR THE STUDY: Day‘N‘Day services provides various services like Wealth management, Manpower services and also doing the back-end works for the clients. So the employees will be constantly under pressure in completing the work within the specified time. So it is necessary to study the employees stress and its impact on their work.

33

1.5 OBJECTIVE: PRIMARY OBJECTIVE:  To study the Stress among employees and its impact on their performance

SECONDARYOBJECTIVES:  To identify the factors causing stress among the employee.  To find out the existing level of stress level.  To know the impact of stress among the employees on their performance.  To suggest suitable measures that would reduce the stress level.

34

1.6 SCOPE OF THE STUDY: Day‘N‘Day Services is providing various kind of services like Wealth Management, Man Power services, Asset Management and also doing the back-end works for the clients. Hence the employees will have to satisfy the client‘s expectation and they are constantly under pressure in completing the work in the specified time. So this study will help to find the stress among employees and its impact on their performance, so that they can rectify it.

35

1.7 RESEARCH METHODOLOGY: Discuss the research design, research problems, important of the study, scope and significance of the study, source of data, questionnaire, sample design statistically techniques used in this study. Research methodology is the way in which researchers specify how they are going to retrieve the all-important data and information that they need to conduct the research. Hence Methodology is the pathway or an approach to get the needed information by locating the data from different sources

1.7.1 RESEARCH DESIGN: The research design used for the study is DESCRIPTIVE design. Descriptive research, also known as statistical research, describes data and characteristics about the population or phenomenon being studied The description is used for frequencies, averages and other statistical calculations. The major purpose of descriptive research is description of the state of affairs, as it exists at present. In short descriptive research deals with everything that can be counted and studied.

1.7.2 SAMPLE DESIGN: Sample design used in this study is Convenient Sampling. Convenience sampling (sometimes known as grab or opportunity sampling) is a type of non probability sampling which involves the sample being drawn from that part of the population which is close to hand. That is, a sample population selected because it is readily available and convenient.

1.7.3 SAMPLE SIZE: A sample of 93 respondents has been taken for the study. The researcher contacted the respondents personally and brief summary of the nature of the study and details in the questionnaire were narrated to them.

36

1.7.4 DATA COLLECTION TOOL: QUESTIONNAIRE is used for the collection of required data. Questionnaire is framed on the basis of the objective of this study. Five Point Scale is used in most part of the questionnaire.

1.7.5 SOURCE OF DATA: The relevant data has been collected from the primary source and secondary sources. Primary data: The primary data is collected by a questionnaire from the employees. For this purpose of data collection, the questionnaire was circulated among the employees to collect information.

Secondary data The secondary data is collected by newspapers, company journals, magazines, websites etc.

1.7.6 STATISTICAL TOOLS USED: Statistical tools that are used in this study are 

Percentage Analysis



Chi-Square



Weighted Average

37

1.8 LIMITATIONS: 

Accuracy of the study is purely based on the information as given by the respondents.



The study is confined to limited period i.e. Six weeks.

 The sample size chosen is covered only a small portion of the whole population.

38

1.9 REVIEW OF LITERATURE: Stress at workplace: Many companies have long belief that stress in the home causes productivity loss in the work place and it does. But research now reveals that stress on the job causes stress at home. In other words, they feed off each other. The review concluded that the evidence regarding the role of family at workplace was consistent. Limitations of the research were highlighted and implications for practice were discussed. Wallace, J.Criag, G Mary, Stephen J: “Examining the Stress Forms”- Personal Management, Vol. 29 No. 4 winter 2009

Stress among Marketing Employees: The job of marketing executives become more stressful

because of Changing technology,

Globalization, Deregulation, Privatization, Customer empowerment, Customization, Cut –throat competition, Industry convergence, Retail transformation, Disintermediation. The World Health Organization says stress is a worldwide epidemic. A United Nations report labeled job stress as ―the twentieth-century disease.‖ The American Institute of Stress in 2001 that stress cost organizations $300 billion in healthcare, workers compensation, absenteeism, and turnover. This study discusses the Sources of stress, its Effect and Resolution Strategies. Dr. Raju M. Rathod Assistant Professor, Sardar Patel University, A Study on Stress: Sources, Effect and Resolution Strategies With Reference to Marketing Employees.

39

Health and Well-Being: Health and Well-Being in the workplace have become common topics in the mainstream media, in practitioner- oriented magazines and journals and, increasingly, in scholarly research journals. In this article, it first review the literature that serves to define health and well-being and then discuss the primary factors associated with health and well-being, the consequences of low level of health and common methods for improving health and well-being in the workplace. Finally, it highlights important future directions for future theory, research and practice regarding health and well-being.

Karen Danna Ricky W. Griffin Texas A&M University Journal of Management, Vol.25, No.3 2009

The role of gender in workplace stress: The aim of this study was to evaluate the role of gender in occupational stress. Further aim was to review literature relating to stressors relevant to working women. These stressors included, multiple roles, lack of career progress, discrimination etc. A range of research designs were included and no restrictions were made on the basis of the occupations of the participants. Much of the research indicated that women reported higher level of stress compared to men. The current study concluded that the evidence regarding the role of gender in workplace stress and stressors was inconsistent. Kristina Gyllensten Doctorate student, Dept. of Psychology, City University, Stephen Palmer Honorary Professor of Psychology, City University, London.

40

Job Stress among University Staffs: This article investigates the relationship between job stress and job satisfaction. The determinants of job stress that have been examined under this study include, management role, relationship with others, workload pressure, homework interface, role ambiguity, and performance pressure. The sample consists of a public university academician from Klang Valley area in Malaysia. The results show there is a significant relationship between four of the constructs tested. The results also show that there is significant negative relationship between job stress and job satisfaction.

NilufarAhsanResearch Fellow, David Yong Gun Fie Faculty of Management, Multimedia University, Syed Shah Alam, Faculty of Business Management, University Technology MARA“A Study of Job Stress on Job Satisfaction among University Staff in Malaysia”.

Workplace stress in nursing The aim of this study is to identify nurses‘ perceptions of workplace stress, consider the potential effectiveness of initiatives to reduce distress, and identify directions for future research. Stress perception is highly subjective, and so the complexity of nursingpractice may result in variation between nurses in their identification of sources of stress, especially when the workplace and roles of nurses are changing. Workload, leadership/management style, professional conflict and emotional cost of caring have been the main sources of distress for nurses for many years, but there is disagreement as to the magnitude of their impact. Lack of reward and shiftworking may also now be displacing some of the other issues in order of ranking.

Andrew McVicarBSc PhD Reader, School of Health Care Practice, Anglia Polytechnic University, Chelmsford, Essex, UK

41

2. DATA ANALYSIS AND INTERPRETATION 2.1Age of the respondents: Table no.2.1 Age (years)

No. of respondents

Percentage%

40

16

17

93

100

Total

Chart no.2.1 60

54

50 40 No. of respondents

27

30

Percentage% 17

20 10 0 40

Inference: Out of 93 respondents 54% are in the age group of 25-40 and 27% are less than 25 years of age. Remaining is above 40 years of age.

42 2.2 Gender of the respondents: Table no.2.2 Gender

No. of respondents

Percentage%

Male

71

76

Female

22

24

Total

93

100

Chart no.2.2 80

76

70 60 50 No. of respondents

40

Percentage 30

24

20 10 0 Male

Female

Inference: Majority of the employees 76% are male and the remaining are female.

43 2.3 Qualification of the respondents: Table no.2.3 Qualification

No. of respondents

Percentage

HSC

0

0

UG (Arts &Science / Engg)

57

61

Diploma

0

0

PG (Arts &Science / Engg)

36

39

Total

93

100

Chart no.2.3 70 60 50 40 No. of respondents

30

Percentage

20 10 0 HSC

UG (Arts &Science / Engg)

Diploma

PG (Arts &Science / Engg)

Inference: 61% of the employees are Under Graduates and 39% are PG holders. There is noHSC or Diploma holder.

44 2.4 Income of the respondents: Table no.2.4 Income per annum

No. of respondents

Percentage%

< 2 lakhs

80

86

2-3 lakhs

13

14

3-5 lakhs

0

0

> 5 lakhs

0

0

Total

93

100

Chart no.2.4 100 90 80 70 60 50 40 30 20 10 0

No. of respondents Percentage%

< 2 lakhs

2-3 lakhs

3-5 lakhs

> 5 lakhs

Inference: 86% of the respondents say they are having a salary of 5 years of experience.

46 2.6 Respondents feel about their job profile: Table no.2.6 Respondents feel

No. of respondents

Percentage

Highly interesting

44

47.31

Interesting

37

39.78

Neither interesting nor Uninteresting

12

12.90

Uninteresting

0

0.00

Total

93

100

Chart no.2.6 50 45 40 35 30 25

No. of respondents

20

Percentage

15 10 5 0 Highly interesting

Interesting

Neither interesting nor Uninteresting

Uninteresting

Inference: Majority of the respondents 47% say that their job profile is highly interesting and 39% say job is interesting.

47 Following are Data that show the factors causing stress among the employees 2.7. I get stressed when someone find fault in my work. Table no.2.7 Options

No. of Respondent

Percentage

Strongly agree

13

14

Agree

49

53

Neither Agree Nor Disagree

28

30

Disagree

3

3

Strongly Disagree

0

0

Total

93

100

Chart no.2.7 60 53 49

50 40

28

30 20

30 No. of Respondent Percentage

13 14

10 3

3

0

0

0 Strongly agree

Agree

NANDA

Disagree

Strongly Disagree

Inference: 53% of the respondents agree that they get stressed when someone find fault in 30% neither agree nor disagree.

their work and

48 2.8 I have family problems and that stress disturb me in my work Table no. 2.8 Options

No. of Respondent

Percentage

Strongly agree

19

20

Agree

41

44

Neither Agree Nor Disagree

11

11

Disagree

16

17

Strongly Disagree

7

7

Total

93

100

Chart no. 2.8 50 45

41

40 35 30 25 20

No. of Respondent

19

Percentage

16

15

11

10

7

5 0 Strongly agree

Agree

NANDA

Disagree

Strongly Disagree

Inference: Nearly 44% of the respondent says that they have family problems and that cause them stress and 20% strongly agree to the question.

49

2.9 Long working hours and high work load made me to feel stress. Table no. 2.9 Options

No. of Respondent

Percentage

Strongly agree

9

9

Agree

44

47

Neither Agree Nor Disagree

22

23

Disagree

15

16

Strongly Disagree

4

4

Total

93

10

Chart no.2.9 50 44

45 40 35 30 25

22

No. of Respondent

20

Percentage

15

15 10

9 4

5 0 Strongly agree

Agree

NANDA

Disagree

Strongly Disagree

Inference: From the chart it is found that nearly 48% of the employees agree that long working hour‘s cause them stress and 23% neither Agree nor Disagree.

50 2.10. I get stressed when my work is not recognized. Table no.2.10 Options

No. of Respondent

Percentage

Strongly agree

26

28

Agree

40

43

Neither Agree Nor Disagree

13

14

Disagree

10

11

Strongly Disagree

4

4

Total

93

100

Chart no.2.10 45 39

40 35

28

30 25

No. of Respondent

20 15

Percentage 12

10

10 3

5 0 Strongly agree

Agree

NANDA

Disagree

Strongly Disagree

Inference: Nearly 43% of the respondents agree that they feel the stress when their work gets unnoticed where 28% Strongly agree.

51 2.11.I have financial problem and that stress me. Table no.2.11 Options

No. of Respondent

Percentage

Strongly agree

12

13

Agree

39

42

Neither Agree Nor Disagree

28

30

Disagree

10

10

Strongly Disagree

3

3

Total

93

100

Chart no.2.11 45 39

40 35

28

30 25

No. of Respondent

20 15

Percentage 12

10

10 3

5 0 Strongly agree

Agree

NANDA

Disagree

Strongly Disagree

Inference: It is found that 41% of the respondents have financial problem and that lead them to feel the stress and only 10% disagree with it.

52 2.12. I feel my job description doesn‘t suite my profile Table no.2.12 Options

No. of Respondent

Percentage

Strongly agree

5

5.37

Agree

13

13.97

Neither Agree Nor Disagree

21

22.58

Disagree

35

37.63

Strongly Disagree

19

20.43

Total

93

100

Chart no.2.12 40 35 35 30 25

21 19

20

Percentage

13

15

No. of Respondent

10 5 5 0 Strongly agree

Agree

Neither Agree Nor Disagree

Disagree

Strongly Disagree

Inference: It is found from the graph that nearly 38% of the respondents disagree with the above statement and just only 5% agree that they feel that their job description doesn‘t suite their profile.

53 2.13 Following are the data that shows the existing stress level among employees

Table no.2.13 Level of stress

No. of respondent

Percentage

High level of strees

12

13

Medium level of stress

53

56

Low level of stress

26

28

Total

93

100

Chart no.2.13 60 53 50 40 30

26

No. of respondent Percentage

20 12 10 0 High level of strees

Medium level of stress

Low level of stress

Inference: It is found that 57% employees are in a medium level of stress and 13% of the employees are in high level of stress.

54 Following data will explain the impact of stress among the employees on their performance When I am in stress.. 2.14. I can‘t complete my work within the specified time Table no.2.14 Options

No. of Respondent

Percentage

Strongly agree

14

15

Agree

39

42

Neither Agree Nor Disagree

17

18

Disagree

15

16

Strongly Disagree

7

8

Total

93

100

Chart no.2.14 45 39

40 35 30 25 20 15

17 14

No. of Respondent 15

10

Percentage 7

5 0 Strongly agree

Agree

NANDA

Disagree

Strongly Disagree

Inference: 41% of the respondents agree that due to stress they are not able to complete the work within the specified time and 18% Neither Agree Nor Disagree .

55 2.15 My relationship with other employees get affected. Table no.2.15 Options

No. of Respondent

Percentage

Strongly agree

21

22

Agree

24

25

Neither Agree Nor Disagree

18

19

Disagree

25

26

Strongly Disagree

5

5

Total

93

100

Chart no.2.15 30 25

24

25 21 20

18

15

No. of Respondent Percentage

10 5 5 0 Strongly agree

Agree

NANDA

Disagree

Strongly Disagree

Inference: A total of 47% strongly agree or agree that their relationship with other employees get affected and 26% Disagree.

56 2.16. I commit more number of mistakes Table no.2.16 Options

No. of Respondent

Percentage

Strongly agree

3

3

Agree

23

25

Neither Agree Nor Disagree

34

36

Disagree

16

17

Strongly Disagree

17

18

Total

93

100

Chart no.2.16 40 34

35 30 23

25 20

16

17

15

No. of Respondent Percentage

10 5

3

0 Strongly agree

Agree

NANDA

Disagree

Strongly Disagree

Inference: Nearly 37% of the people neither agree nor disagree to the statement that they will commit more number of mistake when they are in stress.

57 2.17 I lose my patience when dealing with the clients. Table no.2.17 Options

No. of Respondent

Percentage

Strongly agree

0

0

Agree

35

37

Neither Agree Nor Disagree

19

20

Disagree

33

35

Strongly Disagree

6

6

Total

93

100

Chart no.2.17 40 35

33

35 30 25 19

20

No. of Respondent Percentage

15 10

6

5 0 0 Strongly agree

Agree

NANDA

Disagree

Strongly Disagree

Inference: 37% of the of the respondent agree that they lose patience when dealing with the clients while 35% Disagree the statement.

58 2.18 I feel like quit the job and look for another job Table no.2.18 Options

No. of Respondent

Percentage

Strongly agree

2

2.15

Agree

5

5.376

Neither Agree Nor Disagree

41

27.95

Disagree

19

31.18

Strongly Disagree

26

33.33

Chart no.2.18 35 29

30

31

26

25 20 No. of Respondent

15

Percentage 10 5 5

2

0 Strongly agree

Agree

Neither Agree Nor Disagree

Disagree

Strongly Disagree

Inference: Nearly 33% of the respondents Strongly Disagree that they feel like quitting the job and 31% disagree.

59 The following data reveal what kind remedies they expect to overcome from stress 2.19 Recognizing and rewarding the work will reduce the stress level Table no.2.19 Options

No. of Respondent

Percentage

Very true

56

60

Sometimes

24

25

Not true

13

13

Total

93

100

Chart no.2.19

No. of Respondent 13

Very true Sometimes

24 56

Not true

Inference: 60% of the respondents say that Recognizing and rewarding the work will surely reduce the stress level 25% says sometimes it do.

60 2.20. Number of respondents feels that reducing the work load and share it equally by management will reduce the stress.

Table no.2.20

Options

No. of Respondent

Percentage

Yes

44

46.23

No

49

53.77

Total

93

100

Chart no.2.20 60 53 49

50 40

No. of Respondent

30

Percentage 20 10 0 Yes

No

Inference: 46% respondents expect the management to reduce work load where 53 % doesn‘t expect that.

61

CHI-SQUARE TESTS: 2.21. The basic objective of this test is identifying if there is any relation between age of the employees and employees feeling family problem cause them stress. Ho : There is no significant difference between age and employees feeling family problem cause them stress. H1 :There is significant difference between age and employees feeling family problem cause them stress AGE * RESPONDENTS FEELING FAMILY PROBLEM CAUSE THEM STREES Crosstabulation

Table no.2.21 RESPONDENTS neither agree agree nor disagree 5 1

Strongly agree AGE

40

Total

2

disagree 2

strongly disagree

Total 4

14

5

19

4

4

2

34

12

16

7

9

1

45

19

40

12

15

7

93

Chi-Square Tests

Value Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases

Asymp. Sig. (2-sided)

df

15.256(a) 12.476

8 8

.054 .131

2.651

1

.103

93

a 7 cells (46.7%) have expected count less than 5. The minimum expected count is 1.05.

Level of significance =5% Calculated value (P value) = .054

Inference: As P value is higher than the level of significance (.054>.005),Ho is accepted. Hence their isno significant difference between age and employees feeling family problem cause them stress.

62

2.22. This test is used to identify if there is any relation between Age of the respondents and respondents feeling that high Work load cause stress Ho: There is no significant difference between age of the respondents and respondents feeling that high Work load cause stress. H1 :There is significant difference between of the respondents and respondents feeling that high Work load cause stress.

Age of the respondents * Employees felling high Work load cause stress Crosstabulation Table no.2.22 Employees felling high Work load cause stress neither agree strongly agree agree nor disagree disagree Age of the responden ts

strongly disagree

Total

40

5

19

5

3

0

32

9

44

21

15

4

93

Total

Chi-Square Tests

Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases

Value 13.152(a) 16.645 11.574

8 8

Asymp. Sig. (2-sided) .107 .034

1

.001

df

93

a 7 cells (46.7%) have expected count less than 5. The minimum expected count is 1.29.

Level of significance =5% Calculated value (P value) = .107

Inference: As P value is higher than the level of significance (.107>.005),Ho is accepted. Hence their isno significant difference between age of the respondents and respondents feeling that high Work load cause stress.

63

2.23 Weighted Average Analysis: 3. Weighted Average method is used to measure the existing level of stress among the employees Table no.2.23 Options

Weight(w)

Frequency(f)

wf

Rarely

1

30

30

Sometimes

2

45

90

Most of the time

3

18

54

f=93

wf=174

Formula: Weighted Average = wf / f

= 174 /93 = 1.88

Inference: From the weighted average method it is found that the level of stress level among the employees is in medium level.

64

3.1 FINDINGS: 

Out of 93 respondents 54% are in the age group of 25-40 and 27% are less than 25 years of age. Remaining are above 40 years of age



Majority of the employees 76% are male and the remaining are female.



61% of the employees are Under Graduates and 39% are PG holders. There is no HSC or Diploma holder.



86% of the respondents say they are having a salary of 5 years of experience.



Majority of the respondents 47% say that their job profile is highly interesting and 39% say job is interesting.



53% of the respondents agree that they get stressed when someone find fault in

their

work. 

Family problems cause stress to 44% of the respondents.



It is found that only 5% of the respondents say they that their job description doesn‘t suite their profile.



Nearly 48% of the employees agree that long working hour‘s cause them stress and 23% neither Agree nor Disagree.



43% of the respondents agree that they feel the stress when their work gets unnoticed where 28% strongly agree.



Also 41% of the respondents have financial problem and that lead them to feel the stress.



Through Weighted Average method it is that 57% of the employees are in a medium level of stress and 13% of the employees are in high level of stress.



41% of the respondents agree that due to stress they are not able to complete the work within the specified time.

65 

A total of 47% strongly agree or agree that their relationship with other employees get affected.



Nearly 39% of the people neither agree nor disagree to the statement that they will commit more number of mistake when they are in stress.



35% of the respondent agrees that they lose patience when dealing with the clients.



46% respondents expect the management to reduce work load where 53 % doesn‘t expect that.



60% say that rewarding and recognizing the work will reduce the stress level.



From Chi-square test it is found that there is no significant difference between age and employees feeling family problem cause them stress.



From Chi-square test it is found that there is no significant difference between age and employees feeling family problem cause them stress.

66

3.2 SUGGESTIONS:  Employees‘ achievement in their work is appreciated and rewarded very rarely by the management in the organization. This is one of the reasons where the employees fell dissatisfied and vexed about his job. So the Management start appreciate and reward the employees work whenever needed which will motivate the employees and also reduce the stress level.  Performance appraisal methods like 360o appraisal, field review, ranking method, HR accounting can be conducted by the management which will help the employees to identify their position and help to improve their potential. Hence this will improve the job satisfaction of the employee resulting in reduced occupational stress. 

Both the Management and the employees have no idea about stress reduction or stress management program. Stress management programs will teach the employees techniques Conflict resolution Exercise Getting a hobby Meditation Deep breathing Yoga, etc which will help to cope with stress. So the management can try some stress reduction programs.

67

3.3 CONCLUSION: The present study was conducted at Day ‗N‘ Day services private ltd. The aim was to find the stress level among the employees and its impact. This was done using a detailed questionnaire. The study revealed that only a small percentage is highly stressed and majority of the employees are in middle level of stress and also accept that it affect their performance to some extent. At the end of the study, we can conclude that through there are signs of stress among the employees & such stress is affecting their behaviors, it can be controlled & reduced effectively.

68

BIBILOGRAPHY:

Books: 

Mathews, R.A. Diaz W.M & Cole, The organizational stress and effects; Personnel review 2003.



Schuler, Randall S, Personnel & HR management 3rd edition 1987.



Uma Sekaran ; Research Methodology for business, John Wiley and Sons Inc ,Singapore 2003.



Arora P.M. ―Statistics for Management‖ S Chand and company ltd,Delhi,2003.



Kothari CR ―Research methodology‖, Wiswa Prakasham, New Delhi, 2001.

Websites: 

www.humanresources.com



www.1000ventures.com



www.citehr.com



www.innovations.com



www.indiachannel.com

69 “A STUDY ON STRESS AND ITS IMPACT AMONG THE EMPLOYEES” QUESTIONNAIRE

Name (optional)

:

Age

: □ 5lakhs

1.How long you have been the part of this organization? □5years

2. How do you find you job profile? □Highly interesting

□Interesting

□Neither interesting nor uninteresting

□uninteresting

4.Given below are few factors which will cause stress in occupation. Please tick accordingly.

(SA-Strongly / agree A-Agree / NANDA- Neither agree nor disagree / DA-Disagree / SDA-Strongly disagree)

Q.3

Factors

3.1

I get stressed when someone find fault in my work.

3.2

I feel my job description doesn‘t suite my profile

3.3

I have family problem and that cause stress

SA

A

NANDA

DA

SDA

70 3.4

I get stressed when my work is not recognized

3.5

Long working hour and high work load cause stress.

3.6

I have financial problem and that cause stress

Please consider the following condition and answer the question 4.When you are in a stressful situation which of the following you experience?

Q.4

Factors

Rarely

Sometimes

Most of the time

4.1

Feeling tired

4.2

Less interest in work

4.3

Unable to take decisions

4.4

Forget things and get confused

4.5

Feeling angry or irritated

4.6

Sleeplessness

4.7

Headache, Blood pressure, Back pain etc

71 4.Following are the statements aiming to know the impact of stress on employees perfoemence.

When I am in stress..

Q.5

Statements

SA

5.1

I cant complete my work within the

A

NANDA

DA

SDA

specific time 5.2

My relationship with other employess gets affected

5.3

I feel like Quitting the job

5.4

I commit more number of mistakes

5.5

I lose my patience while dealing with customers

6. Kindly give your opinion in the following question (a) Recognizing and rewarding the work will reduce the stress level? □ Very true

□ Sometimes

□ Not true

(b) Do you expect the management to reduce the work and share it equally? □ Yes

□No

(c) Which of the following will make you feel relaxed? □ Music

□Meditation

□Movies/TV

□Hobbies

□Chatting with friends

□Spending time with family