Rangaswamy

Stress Management Initiatives at Multilink
Introduction
[B N Bahdur Institute of Management Science]
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Significance of stress Management Initiatives

Stress management is an essential step for you to take once you have determined
you are facing stressful situations in your life, regardless of the cause. Although there are
helpful types of stress that enables you to cater this added burst of energy into something
positive and productive, it is not recommended for your body. Long term stress can
specifically produce negative impacts on your health and is recognized to deteriorate your
health faster than some other diseases.
Furthermore, stress can reduce your capacity to perform and function well, either at
school or in the workplace. Therefore, stress isnt something to be dismissed. Aside from
the personal impacts you can experience from stress, it also affects how you deal with the
environment and the people in your lives.
1. Improves overall health status.
2. You are able to assume a more positive attitude and outlook in life.
3. It increases productivity since employees are able to focus clearly on tasks.
4. Better control over emotions .
5. And more importantly, reduce or eliminate stress in life.
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Stress Management Initiatives at MULTILINK,
Stress is a fact of life, wherever you are and whatever you are doing. You cannot
avoid stress, but you can learn to manage it so it doesnt manage you. Changes in our lives
such as going to college, getting married, changing jobs, or illness is frequent sources of
stress. Keep in mind that changes that cause stress can also benefit you. Moving away
from home to attend college, for example, creates personal-development opportunities new
challenges, friends, and living arrangements. That is why its important to know you and
carefully consider the causes of stress. Learning to do this takes time, and although you
cannot avoid stress, the good news is that you can minimize the harmful effects of stress,
such as depression or hypertension. The key is to develop an awareness of how you
interpret, and react to, circumstances. This awareness will help you develop coping
techniques for managing stress.
Although we all talk about stress, it often isnt clear what stress is really about. Many
people consider stress to be something that happens to them, an event such as an injury or a
job loss. Others think that stress is what happens to our body, mind, and behaviour in
response to an event (E.g. heart pounding, anxiety, or nail biting). While stress does involve
events and our response to then, these are not the most important factors. Our thoughts
about the situations in which we find ourselves are the critical factor. When something
happens to us, we automatically evaluate the situation mentally. We decide if it is
threatening to us, how we need to deal with the situation, and what skills we can use. If we
decide that the demands of the situation outweigh the skills we have, then we label the
situation as stressful and react with the classic stress response. If we decide that our
coping skills outweigh the demands of the situation, then we dont see it as stressful.
Stress can come from any situation or thought that makes you feel frustrated, angry,
or anxious. Everyone sees situations differently and has different coping skills. For this
reason, no two people will respond exactly the same way to a given situation. Additionally,
not all situations that are labelled stressful are negative. The birth of a child, being
promoted at work, or moving to a new home may not be perceived as threatening.
However, we may feel that situations are stressful because we dont feel fully prepared to
deal with them.
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Stress is a normal part of life. In small quantities, stress is good; it can motivate you
and help you become more productive. However, too much stress, or a strong response to
stress can be harmful. How we perceive a stress provoking event and how we react to it
determines its impact on our health. We may be motivated and invigorated by the events in
our lives, or we may see some as stressful and respond in a manner that may have a
negative effect on our physical, mental, and social well-being. If we always respond in a
negative way, our health and happiness may suffer. By understanding ourselves and our
reaction to stress-provoking situations, we can learn to handle stress more effectively. In
the most accurate meaning, stress management is not about learning how to avoid or escape
the pressures and turbulence of modern living; it is about learning to appreciate how the
body reacts to these pressures, and about learning how to develop skills which enhance the
bodys adjustment. To learn stress management is to learn about the mind-body connection
and to the degree to which we can control our health in a positive sense.
Causes of Stress
The most frequent reasons for stressing out fall into three main categories:
1. The unsettling effects of change
2. The feeling that an outside force is challenging or threatening you
3. The feeling that you have lost personal control.
Life events such as marriage, changing jobs, divorce, or the death of a
relative or friend are the most common causes of stress. Although life-threatening
events are less common, they can be the most physiologically and psychologically
acute. They are usually associated with public service career fields in which people
experience intense stress levels because of imminent danger and a high degree of
uncertaintypolice officer, fire and rescue worker, emergency relief worker, and
the military.
You may not plan to enter a high-stress career, but as a college student, you may
find that the demands of college life can create stressful situations. The National
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Institute of Mental Health (NIMH) notes some of the more common stressors for
college students:
Increased academic demands
Being on your own in a new environment
Changes in family relations
Financial responsibilities
Changes in your social life
Exposure to new people, ideas, and temptations
Awareness of your sexual identity and orientation
Preparing for life after graduation.
Symptoms of Distress
Symptoms of stress fall into three general, but interrelated, categories
physical, mental, and emotional. Review this list carefully. If you find yourself
frequently experiencing these symptoms, you are likely feeling distressed:
Headaches
Fatigue
Gastrointestinal problems
Hypertension (high blood pressure)
Heart problems, such as palpitations
Inability to focus/lack of concentration
Sleep disturbances, whether its sleeping too much or an inability to sleep
Sweating palms/shaking hands
Anxiety
Sexual problems.
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Effects of stress
Even when you dont realize it, stress can cause or contribute to serious
physical disorders. That can lead to increases in your heart rate, respiration, blood
pressure, and physical demands on your internal organs. Behavioural changes are
also expressions of stress. They can include:
Irritability
Disruptive eating patterns (overeating or under eating)
Harsh treatment of others
Increased smoking or alcohol consumption
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Significance of stress management initiatives
Stress management is an essential step for you to take once you have determined you
are facing stressful situations in your life, regardless of the cause. Although there are helpful
types of stress that enables you to cater this added burst of energy into something positive and
productive, it is not recommended for your body. Long term stress can specifically produce
negative impacts on your health and is recognized to deteriorate your health faster than some
other diseases. Furthermore, stress can reduce your capacity to perform and function well,
either at school or in the workplace. Therefore, stress isnt something to be dismissed. Aside
from the personal impacts you can experience from stress, it also affects how you deal with
the environment and the people in your lives.
When it comes to stress management, determining the source of stress is often not
enough. For people who are often stressed, keeping a stress journal is highly recommended in
order for you to monitor the different levels of stress you are experiencing and what effects it
produced. This is an effective way for you to closely study your levels of stress, its triggers,
and for you to pinpoint exactly what you can do to relieve yourself from it. Starting on Stress
Management now that you know the effects that stress can do to you, getting started on a
stress management method is necessary. Managing your stress helps you regain control over
your life, instead of being consumed by the amount of stress you had to deal with. Heres
how you can get started.
Determine what causes stress in your life.
Think of ways that you can reduce that stress. Formulate your stress management
technique for relieving stress.
Steps on Stress Management

One thing you need to keep in mind is that you cannot expect to totally get rid of
stress. It is a process wherein your initial goal would be to reduce the amount of stress in your
life until you eventually get rid of it. The following ideas will help you establish a stress
management method that could work:
Improve your time management skills. Most of your stress in life is a result of your inability
to squeeze in your plans within the time available to you. So, creating your schedule will
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enable you to achieve more in less time. When creating your schedule, put the most important
items on top of your list.
Study the way you react with stress. This requires your honesty to determine whether your
own coping mechanisms are effective or not. If not, then look for other means.
Take care of your body. This is often the most neglected aspect of stress management. Get
enough rest and eat well. Your health is the most vital factor in stress management.
Change your mind-set. Oftentimes, stress is produced only by your mind. So, if that is the
case with you, then adopting a new perspective might reduce your stress levels.
Benefits of Stress Management

If you cannot fully understand the importance of stress management, then try thinking
in reverse. Imagine yourself not suffering from the negative impacts of stress. Without the
negative results of stress in your life, then a person is able to enjoy a more satisfying and
stress-free life. To sum it up, here are the benefits that can be derived with practicing an
efficient stress management method:
1. It improves your overall health status.
2. You are able to assume a more positive attitude and outlook in life.
3. It increases your productivity since you are able to focus clearly on your tasks.
4. You have better control over your emotions and how you respond to it.
5. And more importantly, you reduce or eliminate stress in your life
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Statement of the problem

The study designed an effective stress management program for MULTILINK
Employees. Specifically, it answered the following problems:
1. What is the level of stress experienced by the
a) Middle Management, and
b) Low Level Management?
2. What is the correlation of job position and level of stress? and;
3. What is the stress management program that could be designed which suits the needs of
MULTILINK employees?
What happens when you are stressed?
Stress is what you feel when you have to handle more than you are used to. When you
are stressed, your body responds as though you are in danger. It makes hormones that speed
up your heart, make you breathe faster, and give you a burst of energy. This is called the
fight-or-flight stress response. Some stress is normal and even useful. Stress can help if you
need to work hard or react quickly. For example, it can help you win a race or finish an
important job on time.
But if stress happens too often or lasts too long, it can have bad effects. It can be
linked to headaches, an upset stomach, back pain, and trouble sleeping. It can weaken your
immune system, making it harder to fight off disease. If you already have a health problem,
stress may make it worse. It can make you moody, tense, or depressed. Your relationships
may suffer, and you may not do well at work or school.
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What can you do about stress?
The good news is that you can learn ways to manage stress. To get stress under control:
Find out what is causing stress in your life.
Look for ways to reduce the amount of stress in your life.
Learn healthy ways to relieve stress and reduce its harmful effects.
How do you measure your stress level?

Sometimes it is clear where stress is coming from. You can count on stress during a
major life change such as the death of a loved one, getting married, or having a baby. But
other times it may not be so clear why you feel stressed.
It's important to figure out what causes stress for you. Everyone feels and responds to
stress differently. Tracking your stress may help. Get a notebook, and write down when
something makes you feel stressed. Then write how you reacted and what you did to deal
with the stress. Tracking your stress can help you find out what is causing your stress and
how much stress you feel. Then you can take steps to reduce the stress or handle it better.
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Objectives of the study

The broader objective of the study is to understand the uniqueness of stress
management strategies to manage the stress effectively, to improve the productivity,
sustainability and achieve competitive advantage. The specific objectives are
1)
2)
3)
4)
To assess Current stress level of employees at MULTILINK.

To measure the impact of stress on work and life.
To assess the stress management initiative at MULTILINK.
To suggest a model to reduce stress level of employees and manage it in an efficient
manner.
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Scope of the study
The scope of this study is extended only to the Employees working in MULTILINK.
It does not cover employees working in other branches of MULTILINK. To fulfil the
objectives of this research, the study will be undertaken to analyze the stress management at
MULTILINK, 309, HEBBAL INDUSTRIAL AREA, HEBBAL Mysore-570016, Karnataka,
India.
Stress management Initiatives involves finding ways to deal with the effects of stress,
this can be done either psychologically or physiologically. It refers to a range of techniques to
help reduce our stress levels. This study concentrating on the psychological methods, which
include stress inoculation and increasing hardiness. Stress inoculation is a form of cognitive
restructuring. It aims to change the way people think about their lives and themselves, in
effect, changing their emotional responses and also their behaviour. Increasing hardiness is
simply learning people to become tougher, and therefore less susceptible to stress.
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RESEARCH METHODOLOGY:
The study of this project is based on both qualitative and quantitative approach, which
will give the benefits of both qualitative as well as quantitative researches. The data
collection will be done through both qualitative and quantitative sources of data. The research
approach will be deductive to critically investigate and analyze the views of women
employees on work-life balance. The research philosophy of positive will be most useful for
this study because it will comprehensively described the objective aspects of research.
The steps in which the project would be carried out is by collecting both the primary
and the secondary data. The secondary data will be collected first. This collection of data will
be done by means of reading various materials such as books, journals, magazines,
newspaper articles, etc.; looking for similar content online (i.e., on the Internet). Then a
structured questionnaire and survey would be used as a primary data collecting tool which
will be filled by the employees of organizations using convenience sampling.
Type of Research
Descriptive type
The descriptive research attempts to describe, explain and interpret conditions of the
present i.e. what is. The purpose of a descriptive research is to examine a phenomenon that
is occurring at a specific place and time. A descriptive research is concerned with conditions,
practices, structures, differences or relationships that exist, opinions held processes that are
going on or trends that are evident.
DATA SOURCES:
1) Primary source
2) Secondary source
Both types of the data are will be use in the current study.
PRIMARY DATA: The primary data will be collected from the respondents by
administering a structured, Questionnaire and also through Observation, interview and
discussion with the management and team.
SECONDARY DATA: Apart from primary data the secondary data will be collected through
text books, records of the company, journals, from library, academic reports, and internet
sources.
SAMPLING
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Sample population: there are (number of employees in the company ) employees working
in the company.
Sample size: out the total population, the sample will be taken amongst employees i.e., 50
respondents.
Sampling area: The research will be conducted at MULTLINK
Sampling method: The research will be made by the survey in accordance to the
convenience of the employees.
So the sample type is convenience sampling.
TOOLS FOR ANALYSIS:
Primary data will be collected through the questionnaire by distributing the
questionnaires; questionnaire with both close ended and open ended questions will be
used as sample respondents. On the basis of the tables, the facts are presented in the
form of BAR, PIE charts and tables by using programs of Microsoft office.
PLAN OF ANALYSIS:
The data will be collected and classified in an organized and systematic manner.
The data will be collected and classified by random sampling methods.
The classified data will be tabulated and calculated into percentages.
The data will be Analyzed and then interpreted for getting results required for
the study.
The tabulated data will be shown in the form of Tables, BAR and PIE charts
for better understanding.
LIMITATION OF THE STUDY

The present study is limited to many aspects. Providing information about Stress
Management is the outcome of various variables. It is not possible to take into Consideration
each and every aspect/criteria in this study.
The research study is limited to a small size.

Some of the information which will be given by the respondents may not be reliable
(bias).
I wont be able to collect the information from all of the employees of the
organization because of the busy schedule of employees.
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The study is confined only to the employees of MULTILINK therefore the results and
conclusions of this study may not be applicable to other organizations.

Some Employees will hesitate to answer the questions correctly.
The analysis will be done assuming that the respondents have given correct answers
through questionnaire.
Chapter- 1
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Literature review
Literature Review
Literature review is the study of existing researches relevant to the current research
project. The attempts are made to show how published information relates to my research
work. This part will give an understanding of the previous researches and can be as an
overview to the current research work. The literature review will help readers in
understanding and evaluating the topic in more depth while assists me in finding answers to
some of the questions unanswered.
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A review on the previous studies on stress among the employees is necessary to know
the areas already covered. This will help to find our new areas uncovered and to study them
in depth. The earlier studies made on stress among the employees are briefly reviewed here.
The research study of Jamal. M finds that job stressors were significantly related to
employees psychosomatic problems, job satisfaction, unproductive time at the job, and
absenteeism. Type A behaviour was found to be an important moderator of the stress outcome
relationship. Brief. A. P. and J. M. Atieh argues that it is not safe to assume that job
conditions that have an adverse impact on affective reactions to the job will also have a high
level of experienced anxiety or tension. Recent research into the interaction between the mind
and body shows that we may place our body on stress alert quite unconsciously, because of
our psychological and emotional attitudes to stress.
Anticipatory emotions like impatience, anxiety, and anger can produce the same nerve
impulses and chemical reactions as being faced with a concrete challenge. So when faced
with a stressful situation, we must either use up the energy created by the body to challenge
or learn how to turn off, the response using a conscious relaxation technique . Hans Seyle,
the endocrinologist, whose negative impact on overall subjective wellbeing. Fienmann [3]
views stress as a psychological response state of negative effect characterized by a persistent
and a research on General Adaptation Syndrome (GAS), for the first time, revealed how
human beings adapt themselves to emotional strives and strains in their lives. According to
him emotional stress occurs in three important stages.
1. Alarm reaction stage
2. Resistance stage
3. Exhaustion stage.
Alarm reaction is caused by physical or psychological stressors. Exhaustion follows
when ACTH dwindles as a result of continual stress. According to Stephen .P. Robbins,
stress related headaches are the leading cause of loss of work time in U. S. industry.
Cooper and Marshall* visualize stress as characteristics of both the focal individual and his
environment. They designate the internal and external convulsive forces as pressures or
stressors and the resulting stalk of the organism on stress.
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Geeta Kumari and K.M.Pandey[4] worked on Job Satisfaction in Public Sector and
Private Sector: A Comparison. Their main findings are given below: Public Sector versus
Private Sector comparisons are a debate which seems to be a never ending topic. It is very
difficult to take stand for either of these two forms of administration. The reason behind that
is not unknown but obvious as both provide scopes in different ways. Job satisfaction
describes how content an individual is with his or her job. The happier people are within their
job, the more satisfied they are said to be. This paper surveys both the sectors in most of the
aspects of analysis..
As the current findings show, jobholders vary regarding the extent of ambivalence
experienced with respect to their attitude toward their job. The current findings also open up
opportunities for further research regarding the consequences of job ambivalence. For
instance, the present findings imply that job performance of individuals with high versus low
job ambivalence may fluctuate such that job performance is comparatively high when
positive beliefs and affective experiences are salient and thus predominate at a certain point
in time but that their performance may be comparatively low at other times when negative
beliefs and affective experiences are salient and predominate. In this respect, research could,
for instance, collect manager perceptions of performance consistency. Future research should
aim to replicate the present findings with larger and more diverse samples as well as profit
from the use of multiple-item scales to measure job performance.
DayoAkintayo (2012) found that working environment is significantly related to
workers morale and also working environment is significantly correlated with perceived
workers productivity. Dr. K. Chandrasekar (2014) found that environmental factors are
conducive to work and he also found that factors that affect attitude of employees to work
are- interpersonal relationships control over environment, shift, emotional factors, job
assignment, overtime duty, extended work. L.S. Kang and R.S. Sandhu (2014) in their article
said that Stress is an individuals state of mind in an encounter of a demanding situation or
any constraint in the organization which s/he feels harmful or threatening for her/himself.
Stress emerges from various energy seeping conditions in the working environment.
According to Pratibha Garg (2013) Job or occupational stress is mismatch between the
individual capabilities and organizational demands. Employees often experience stress
because of work overload, an expected work pace, difficult work schedules, role conflict,
uncertainty regarding job security, poor interpersonal relationships and unpleasant working
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conditions. This stress manifests in conflict, depression, headaches, hypertension, alcoholism
and other conditions. The organizations do not only lose money by paying medical bills but
there is a loss of productivity. R Neelamegam and S Asrafi (2013) in their article said that
Stress is a general term applied to the pressures felt in life. Stress at work is almost
inevitable in many jobs. It has become a major buzzword and a legitimate concern of the
time. According to N Kathirvel (2009) Stress is the reaction that people take due to excessive
pressure or other types of demand placed on them. It arises when they worry that they cannot
cope. Stress is a demand made upon the adaptive capacities of the mind and body. Kulkarni
(2006)in an article Burnout said that rapid change of the modern working life is associated
with increasing demands of learning new skills, need to adopt to new types of work, pressure
of higher productivity and quality of work, time pressure and hectic jobs are increasing stress
among the workforce.
Further he added that privatization and globalization have ignited mergers,
acquisitions and precarious employment. Anne Marie Berg et al* in study in 2006 of
Norwegian police said that the prevalence of subjective health complaints was relatively high
and was mainly associated to job pressure and lack of support. Males showed more
depressive symptoms than females. All stress factors on frequency were positively associated
to the burnout dimensions depersonalization and emotional exhaustion except work injuries.
Sharma, Khera and Khandekar (2006) Computer Related Health Problems among
Information Technology Professionals in Delhi A publication in Indian Journal of
Community Medicine in January 2006 found more on visual stress and musculoskeletal
symptoms, initially being mild and temporary and later with increasing years assuming more
intense and permanent nature. It also found that computer related morbidity had become an
important occupational health problem and of great concern. It suggested an immediate need
for the concerned authorities to collaborate and enforce suitable preventive measures. Barhem
et al (2004) define stress as an extraordinary state affecting individual human functions as an
outcome of internal and external factors which differ qualitatively(having different types of
stressors) and quantitatively(having different numbers of stressors) from individual
performance, due to individual differences. Cobb (1975)has the opinion that, The
responsibility load creates severe stress among workers and managers. If the individual
manager cannot cope with the increased responsibilities it may lead to several physical and
psychological disorders among them. Brook (1973)reported that qualitative changes in the
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job create adjust mental problem among employees. The interpersonal relationships within
the department and between the departments create qualitative difficulties within the
organisation to a great extent.
A literature review conducted by Michie& Williams in 2002, indicated that key work
factors associated with psychological ill health and sickness absence in staff were long 6
hours worked, work overload and pressure, and the effects of these on personal lives (Driscoll
et al., 1995; Frone et al., 1995; Karasek, 1979; Niedhammer et al., 1998; Payne & Fletcher,
1983; Reifman et al., 1991; Stansfeld et al., 1995); conflicting demands (Stansfeld et al.,
1995); lack of control over work and lack of participation in decision-making (Frone et al.,
1995; Karasek, 1979; Karasek, 1990; Niedhammer et al., 1998; Payne and Fletcher, 1983;
Sparks & Cooper, 1999; Stansfeld et al., 1995, 1998); poor social support at work (Driscoll et
al., 1995; Frese, 1999; Fusilier et al., 1987; LaRocco et al., 1980; Niedhammer et al., 1998;
Reifman et al., 1991; Stansfeld et al., 1995, 1998); unclear management and work role
(Bacharach et al., 1991; Carayon et al., 1995; Frone et al.,1995; LaRocco et al., 1990;
Reifman et al., 1991); interpersonal conflict (Sparks & Cooper, 1999; Romanov et al., 1996);
and conflict between work and family demands (Sparks & Cooper, 1999).
Several explanations have been put forward in the literature for the high levels of ill
health in the health care environment, including the nature of the work, organisational
changes, and the large amounts and pressure of work (Cox 1995). Commonly identified
sources of stress are workload, patient care, interpersonal relationships with colleagues,
knowledge of nursing and nursing skills, type of nursing, and bureaucratic-political
constraints (Bailey, 1985). A comparison across UK hospitals in the public sector found that
rates of psychological ill health varied from 17% to 33% with lower rate in hospitals
characterised by smaller size, greater cooperation, better communication, more performance
monitoring, a stronger emphasis on training, and allowing staff more control and flexibility in
their work (Wall, 1997). This supports the notion that organisational factors may contribute ot
the level of psychological ill health experienced by staff.
According to a study conducted by McGrath and colleagues (2003) amongst 171
nurses, on occupational stress in nursing, the most commonly cited stressor by nurses was too
little time to perform duties to the persons satisfaction and rationing of scarce resources or
services. Nearly half of the respondents mentioned the meeting of imposed deadlines 7 as a
source of stress, and over a third found counteracting, unhelpful views others held of their job
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a cause of stress. A significant finding from this study was that nurses tried to alleviate stress
in their jobs through avoidance behaviours. The study clearly suggests that nurses are
avoiding the emotional demands of patients as evidenced by 27% who report this as a cause
of stress. It is suggested that a coping mechanism specific to nursing may be that nurses
unconsciously reduce stress in their job by setting nursing objectives as physical objectives in
their job.
In the context of the transnational nature of the ROSE project, Michie& Williams
(2002) review on reducing work related psychological ill health and sickness absence was
particularly significant, as it provided an assessment of whether associations between work
factors and psychological ill health were similar across sector and across countries. In the UK
factors associated with psychological distress, emotional exhaustion, anxiety and depression
in doctors, from junior to senior grades, were long working hours (Baldwin et al., 1997), high
workload and pressure at work (Agiuset al., 1996; Dearyet al., 1996; Sutherland and Cooper,
1993), and lack of role clarity (Heyworth et al., 1993). In a study conducted with 4 dentists,
pressure at work was found to be associated with poor mental health (Cooper et al., 1988).
In a study carried out amongst family doctors, the issues were interruptions during
and outside surgery hours and patients demands (Sutherland and Cooper, 1993). Among UK
nurses the most frequently reported source of psychological distress was workload pressures
(Tyler and Cushway, 1992). In a study conducted amongst 164 student nurses, low
involvement in decision making and use of skills, and low social support at work were found
to be associated with anxiety, depression and sickness absence (Parkes, 1982). Two studies
looked at absence from work, one study found a negative association with job demands
(Parkes, 1982), while the other found no association with control over work (Rees & Cooper,
1992). Similar factors were associated with psychological ill health in health care workers in
the rest of Europe, the USA, and Australia. The one study of doctors found an association
between work control and social support and psychological distress (Johnson et al., 1995).
Among nurses, lack of co-worker support (Marshall & Barnett, 1992; Pisarskiet al., 1998),
job influence (Pettersonet al., 1995), and organisation climate and role ambiguity (Revicki&
May, 1989) were associated with psychological distress. Among other hospital workers, work
overload and pressure, role ambiguity, lack of control over work, and lack of participation in
decision making were all found to be associated with distress (Arsenault et al., 1991; EstrynBehar et al., 1990; Martin, 1984). Sickness absence was associated with work pressures and
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lack of training (Landeweerd&Boumans, 1992), unsupportive management style (Gray-Toft
& Anderson, 1985), role ambiguity, tolerance of absenteeism and low pay (Brooke & Price,
1989).
The studies show that, while level of psychological ill health associations between
work factors and psychological ill health are higher in health care than in non-health care
workers (Wall, 1997), the associations between work factors and psychological ill health are
similar. They are also similar across continents. This review suggests that a generic approach
to reducing work related psychological ill-health may be appropriate. The findings from this
review are also consistent with the demand-control model of job strain (Karasek, 1979). They
highlight the 6 key areas of work design that commonly lead to stress (i.e. control, demands,
support, relationships, role and change).
Walter Cannon (1935) was the first to consider stress as an 'emergency response'. He
proposed that sympathetic arousal in response to a stressor allowed the individual to fight or
flee from danger. In other words, he considered the response to stress as adaptive and directly
related to survival. Cannon's (1935) work led to the formulation of the General Adaptation
Syndrome by Hans Selye (1956) He found from a series of experiments that when crude
ovarian extracts were injected into rats, a 'triad' of changes occurred. These included adrenal
cortical enlargement, atrophy of the thymus and other lymphatic structures, and deep
bleeding ulcers of the stomach and duodenal lining.
Selye later found that extracts of placenta, pituitary, kidney, spleen, formalin, heat, xrays, trauma, pain and many other stimuli also produced the same triad of changes. He stated
'7 could find no noxious agent that did not elicit the syndrome" (Mason, 1975, p. 6) The
General Adaptation Syndrome was divided into three temporal phases, which Selye (11956)
called the alarm reaction, the stage of resistance, and the stage of exhaustion. Selye (1956)
believed that during the alarm reaction stage, the individual mobilises the body's resources in
order to fight or flee from danger. Arousal results from the secretion of ACTH by the pituitary
gland, which in turn causes the release of epinephrine, norepinephrine and cortisol into the
bloodstream by the adrenal glands. If a strong stressor continues, the second stage of the
GAS, that of resistance occurs. During this stage, the body attempts to adapt to the situation.
Physiological arousal is reduced, but is still at a level higher than normal.
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Although the individual may not actually show outward signs of stress, their ability to
cope with new stressors will be impaired, and they will be more likely to suffer from illnesses
related to reduced immune function. The final stage of the GAS, that of exhaustion, occurs
when a stressor continues over a long period of time. Energy reserves are depleted until the
individual may no longer be able to resist the adverse effects of a stressor, and disease and
death are increasingly likely to result.
Selye (1956) argued that this syndrome was non-specific, in that all aversive physical
stimuli produced the same physiological response. He argued that stress was "the sum of all
non-specific changes caused by function or damage" (1956, p. 65) Selye's (1956) proposal of
the General Adaptation Syndrome was at first widely supported. Indeed, Engel reported in the
early 1950's that "Professor Selye has presented a concept which is almost breathtaking in its
scope" (Mason, 1975, p. 8).
The advent of biochemical methods with which to directly measure adrenal cortical
hormones in plasma and urine, gave researchers the opportunity to empirically test Selye's
(1956) theory more accurately than previously, when only indirect methods such as glandular
weight and metabolic effects of hormones were available. The studies found that the levels of
these hormones were often elevated in response to a whole range of aversive stimuli. (Mason,
1971) However, during the 1960s, the whole concept of non-specificity was questioned by
many of those working within the area of psycho endocrinology.
Mason (1968) argued that most of Selye's (1956) experimental situations were likely
to involve some degree of emotional reaction. He carried out a study whereby the
temperature in a chamber housing a chair-restrained monkey was rapidly increased from
7011Fto 850F within a few minutes. An elevation in the monkey's level of 17hydroxycorticosteroid was indeed reported. However, Mason (1968) argued that the rapid
increase in temperature would have evoked extreme psychological discomfort in the monkey,
and the experiment was not therefore a valid reflection of the effects of an aversive physical
stimulus on the endocrine system.
Mason (1968) carried out a follow-up study, attempting to eliminate any spurious
psychological variables. This time, the temperature rise was gradual, at a rate of 1 OF per
hour. The results showed a suppression of the monkey's level of 17-OHCS. Although Mason
(1971) recognised that these and similar results from animal studies must be regarded as
Page 23

tentative until evaluated in terms of human subjects, he suggested that "the primary mediator
underlying the pituitary-adrenal cortical response to 'stress research'may simply be the
psychological apparatus involved in emotional or arousal reactions to threatening or
unpleasant factors in life situations as a whole" (p. 329). Mason (1968) further argued that
this primary mediator may in fact be a behavioural response of emotional arousal or
hyperalerting preparatory to flight or fight a physical stimulus.
Therefore, if a physical stressor was perceived as very threatening, Mason (1968)
proposed that psych endocrine responses may occur universally, and would be superimposed
upon the endocrine and other bodily responses to the pure 'physical' stimulus. Research has
since focused on the relationship between and within the behavioural, physiological and
subjective response areas under the general assumption that stress response is likely to be
variable across individuals and situations.
DayoAkintayo(2012) found that working environment is significantly related to
workers morale and also working environment is significantly correlated with perceived
workers productivity. Dr. K. Chandrasekar (2014) found that environmental factors are
conducive to work and he also found that factors that affect attitude of employees to work
are- interpersonal relationships control over environment, shift, emotional factors, job
assignment, overtime duty, extended work. L.S. Kang and R.S. Sandhu (2014) in their article
said that Stress is an individuals state of mind in an encounter of a demanding situation or
any constraint in the organization which s/he feels harmful or threatening for her/himself.
Stress emerges from various energy seeping conditions in the working environment.
According to PratibhaGarg (2013) Job or occupational stress is mismatch between the
individual capabilities and organizational demands.
Employees often experience stress because of work overload, an expected work pace,
difficult work schedules, role conflict, uncertainty regarding job security, poor interpersonal
relationships and unpleasant working conditions. This stress manifests in conflict, depression,
headaches, hypertension, alcoholism and other conditions. The organizations do not only lose
money by paying medical bills but there is a loss of productivity. R Neelamegam and S Asrafi
(2013) in their article said that Stress is a general term applied to the pressures felt in life.
Stress at work is almost inevitable in many jobs. It has become a major buzzword and a
legitimate concern of the time. According to N Kathirvel (2009) Stress is the reaction that
people take due to excessive pressure or other types of demand placed on them. It arises
Page 24

when they worry that they cannot cope. Stress is a demand made upon the adaptive capacities
of the mind and body.
Kulkarni (2006) in an article Burnout said that rapid change of the modern working
life is associated with increasing demands of learning new skills, need to adopt to new types
of work, pressure of higher productivity and quality of work, time pressure and hectic jobs
are increasing stress among the workforce. Further he added that privatization and
globalization have ignited mergers, acquisitions and precarious employment.
Anne Marie Berg et al* in a study in 2006 of Norwegian police said that the
prevalence of subjective health complaints was relatively high and was mainly associated to
job pressure and lack of support. Males showed more depressive symptoms than females. All
stress factors on frequency were positively associated to the burnout dimensions
depersonalization and emotional exhaustion except work injuries.
Sharma, Khera and Khandekar (2006) Computer Related Health Problems among
Information Technology Professionals in Delhi - A publication in Indian Journal of
Community Medicine in January 2006 found more on visual stress and musculoskeletal
symptoms, initially being mild and temporary and later with increasing years assuming more
intense and permanent nature. It also found that computer related morbidity had become an
important occupational health problem and of great concern. It suggested an immediate need
for the concerned authorities to collaborate and enforce suitable preventive measures. Barhem
et al (2004) define stress as an extraordinary state affecting individual human functions as an
outcome of internal and external factors which differ qualitatively (having different types of
stressors) and quantitatively (having different numbers of stressors) from individual
performance, due to individual differences.
Cobb (1975) has the opinion that, The responsibility load creates severe stress
among workers and managers. If the individual manager cannot cope with the increased
responsibilities it may lead to several physical and psychological disorders among them.
Brook (1973) reported that qualitative changes in the job create adjust mental problem among
employees. The interpersonal relationships within the department and between the
departments create qualitative difficulties within the organisation to a great extent.
Stress as a stimulus The stimulus-based model of the stress process was aptly
described by Sir Charles Symonds in 1947, when discussing psychological disorders in RAF
Page 25

flying personnel. He stated that, "it should be understood once and for all that (flying) stress
is that which happens to the man, not that which happens in him; it is a set of causes, not a set
of symptoms" (In Cox, 1978, p. 52) The model describes stress in terms of stimulus
characteristics of the environment which are recognised as disturbing.
Cox (1978) compared the model to Hooke's Law of Electricity, which states that if the
strain produced by a given stress passes beyond the 'elastic limit' of the material, then
permanent damage will result. Similarly, if a person experiences an intolerable amount of
stress, physiological or psychological damage will occur. Mason (1975) reported that quite
ironically, Selye originally perceived stress in terms of a stimulus. His decision to define
stress as a bodily response is not clear, although Mason (1975) suggested that it might have
been as a result of a desire to focus more on the non-specificity response triad which he had
proposed.
The definition of stress as a stimulus is very simplistic, and allows one to determine at
what point damage may occur. However, Cox (1978) argued that humans are not machines,
and therefore will not react in the same way to all stimuli. Indeed Mason (1975) stated that
"knowledge of stimulus conditions does not necessarily allow prediction of psychological or
psycho physiological responses, because of pervasive individual differences with regard to
such factors as past history, threat appraisal and coping or defensive styles" (p. 28). It was
this recognition of the role of specific environmental and individual factors in the stress
response which led to the development of an interactive model of the stress process.
Stress as an interaction between the person and the environmental review of the
literature on stress revealed a growing consensus amongst those working in the field, that
stress should be defined in terms of the interaction between the individual and their
environment. The transactional approach considers aspects of the potentially stressful
environment together with the individual's cognitive and behavioural processes.
It is this approach which shall be used as a definition of stress in the present research.
Lazarus (1966) was one of the first researchers to examine the cognitive and behavioural
processes which are believed to occur upon the onset of a stressor. He outlined two processes,
appraisal and coping, which formed the foundations of the interactions model.
Primary and secondary appraisal :Primary appraisal occurs when an individual
evaluates a situation, and assesses whether or not it threatens their well-being. Lazarus and
Page 26

Launier(1978) described12primary appraisal as consisting of three basic categories. A
situation could be appraised by the individual as being irrelevant, benign-positive, or as
stressful. If an event is perceived as being stressful, it is further appraised in terms of harmloss, referring to the extent of the damage which has already occurred, as a threat, referring to
the expectation of future harm-loss, or as a challenge, in which the individual perceives an
opportunity for growth.
During secondary appraisal, the individual evaluates the resources which are available
to help them to cope with the potentially stressful situation. Sarafino (1990) pointed out that
although an individual tends to evaluate the coping resources available to them(secondary
appraisal) after an event has been perceived as stressful (primary appraisal), he acknowledged
that "the two processes are highly interrelated" (p. 80)and secondary appraisal of one's
limited resources can in fact lead to primary appraisals of threat where they would not
otherwise occur" (Coyne and Holroyd, 1982,p. 109) As explained by Vingerhoets and
Marcelissen (1988) a state of stress will tend to occur when an individual perceives a
discrepancy between the demands of a situation and his/her capabilities. It is therefore not
simply the characteristics of the situation, but also the individual's appraisal of it, which
determines the response, andwhether or not a state of stress will develop. Vingerhoets and
Marcelissen (1988)proposed that this explains why "one man's poison may be another's food
and drink" (P.284).
CopingThe second of Lazarus's (1966) core processes is that of coping. Many
conceptual definitions of coping have been proposed, most of which have explained the term
as part of the person-environment interaction which occurs when an individual appraises an
event as being stressful (Latack and Havlovic, 1992). For example, a fairly global definition
of coping was suggested by Coyne, Aldwin and Lazarus (1981) who argued that coping
"refers to efforts, both cognitive and behavioural, to manage environmental and internal
demands and conflicts affecting an individual that tax or exceed a persons resources" (p.
440).
Kahn, Wolfe, Quinn, Snoek and Rosenthal (1964) proposed a two dimension typology
of coping, namely Class 1 Coping, which included problem solving, and Class 2Coping,
which involved dealing with emotional or anxiety reactions. More recently the terms
problem-focused and emotion-focused coping, which were proposed by Lazarusand Folkman
Page 27

(1984) have become widespread. Problem focused coping is defined in terms of efforts to
manage the stressor, such as seeking medical attention or changing job.
Emotion-focused coping focuses on ways of dealing with the emotions caused bythe
stressor. This includes activities such as seeking emotional support or using alcohol to try to
forget about the problem. There is evidence to suggest that problem-focused coping may be
more adaptive than emotion-focused strategies. For example, Billings and Moos (1984) found
that= problem-focused coping was associated with lower levels of depression than emotion
focused coping. However, as pointed out by Meichenbaurn (1985), the key to effective stress
reduction may be in the diversity and flexibility of an individual's coping repertoire.
Meichenbaum (1985) argued that different types of coping strategies maybe required
in different situations. For example, he stated that in uncontrollable situations, emotionfocused coping methods such as acceptance and denial may be most effective. This should be
considered in terms of the techniques offered within a stress management intervention.
Psychosocial factors which moderate an individual's response to stress. Over the last
twenty years, researchers have become interested in examining those psychosocial factors
which moderate an individual's response to a potentially stressful14event (Cohen and
Lazarus, 1983; Kobasa, 1986; Elliot, Trief and Stein, 1986;Houston, 1986). These factors
include individual variables such as personal control, hardiness, self-esteem, type A/type B
behaviour patterns and social support.
Personal control Rodin (1986) defined personal control as the feeling that one can
make decisions and take effective action in order to produce desirable outcomes and avoid
undesirable ones. Individuals who believe that they have control over events which happen to
them in their lives are described as having an internal locus of control. However, those people
who believe that events which they experience are due to luck, chance or fate have an
external locus of control. (Rotter, 1966).
The research literature surrounding the mediatory role of locus of control in the
stressor-strain relationship is somewhat contradictory. Johnson and Sarason (1978)found a
correlation between negative life stress and depression and anxiety amongst externallyoriented individuals only. However, Schill et al (1982) divided externals into congruent' and
'defensive' categories, whereby the former were described as internalising this cognitive style
and the latter used it as a verbal technique. The authors found that it was the defensive
Page 28

externally-oriented individuals who were most vulnerable to stress because, they argued,
defensive externals were less likely to seek social support.
Prospective studies on the role of locus of control on the stressor-strain relationship
do not appear to support the view that externally-oriented individuals are more vulnerable to
stress, however. Sanderman (1988) considered the effects of locus of control on individuals'
levels of strain, and the interaction effects with life events over the period of the study. It was
found that there was neither a main effect for locus of control, nor an interaction effect with
life events. It would therefore appear from this research that locus of control did not have a
moderating effect on individuals' levels of strain throughout the period of the study. Ormel
and Sanderman (1989) argued that this type of prospective design is a more rigorous test of
the role of locus of control than retrospective or cross-sectional studies. Further prospective
studies are therefore required to support the findings of previous research, and to allow a
greater understanding of the role of locus of control on the stressor-strain relationship.
It would-be particularly interesting to consider the role of locus of control with other
individual variables, in order to determine whether there may be interactive effects between
suchvariables and individuals' levels of stress over time. Hardiness Criticisms of the research
showing a direct link between stress and illness led Kobasa(1979) to examine those factors
which she believed explained why some individuals have highly stressful lives, in terms of
the number of potential stressors they encounter, but do not become ill. Kobasa (1979)
proposed that such people "have a personality structure differentiating them from persons
who become sick under stress" (p. 3)This 'personality structure was defined in terms of
hardiness, a broad concept which included the characteristics of control, commitment and
challenge. Control was defined as above, in terms of an individual's belief that they influence
events in their lives. Commitment was defined as an active involvement in activities at work,
home and at leisure. Finally, challenge was seen in terms of an individual's perception of an
event as an opportunity for growth and expansion, rather than as a threat.
Using a number of standardised tests to measure the components of hardiness, stress and
illness, Kobasa (1979) found that amongst a group of middle and upper level executives,
those subjects who reported high stress but low illness showed a greater degree of hardiness
than those executives who reported high stress and high illness.
The former group showed a "stronger commitment to self, an attitude of vigorousness
toward the environment, a sense of meaningfulness, and an internal locus of control"(Kobasa,
Page 29

1979, p. 1).A number of studies have considered the effect of hardiness, combined with other
factors, on individuals' health outcomes. For example, Kobasa,Maddi, PuccettiaZola (1985)
examined the way in which hardiness, exercise and social support protect individuals from
becoming ill. Retrospective and prospective data of executive men's scores on scales of
hardiness, and amount of exercise and social support revealed protective effects against
illness for all three factors, with hardiness showing the greatest effects. Gentry and Kobasa
(1984) pointed out that although research has consistently shown the protective effects of the
control and commitment components of hardiness, the research is much less divisive in terms
of the challenge component.
Furthermore Sarafino (1990) highlighted the fact that the research on hardiness has
tended to be based upon white middle-class professionals. He argued that hardiness may not
have the same effects on the health outcome of groups of different gender, age, ethnicity and
socio-economic status. Further research into the moderating role of hardiness in the stressorstrain relationship is clearly required.
Self-esteem
Rector, Roger and Nussbaum (1993) stated that many of the items relating to the
commitment and challenge components of hardiness were taken from the Alienation Test
(Maddi, Kobasa and Hoover, 1979). They argued that examination of these itemssuggested
that a "more robust, higher-order factor may underlie the two dimensions"(Rector, Roger and
Nussbaum, 1993, p. 3). They believed that this higher-order factor was self-esteem.
Self-esteem can be defined as "the degree to which a person positively
valueshim1herseff and the extent to which they believe they are capable and woithy" (Rector,
Roger and Nussbaum, 1993, p. 3) Although several studies have suggested that self esteem
mediates the stressor-strain relationship (Hobfoll and Lieberman, 1987; Rector, Roger and
Nussbaum, 1993), the majority have used co relational analysis to determine the relationship
between self-esteem and health outcome. However, a study by Rector and Roger (1994)
manipulated participants' self-esteem and then exposed them to a stressful event. They found
that those subjects in the high self-esteem group reported less stress, less negative affect and
made fewer errors on a task than those in a neutral self-esteem group.
However, in a follow-up study, Rector and Roger (1994) found that males in the lower
self-esteem group appeared to actively defend their self-esteem, as demonstrated by
Page 30

the results on the manipulation check. Defending their self-esteem served to reduce the
physiological arousal which would have otherwise occurred, but caused this group to report
more negative affect during completion of the task. Rector and Roger (1994) suggested that
those people with low self-esteem may experience increased responsibility to stress initially,
followed by physiological effects associated with anger as they attempt to defend their low
self-esteem. They stated that whilst the female neutral self-esteem group also reported
feelings of anger, the males were more likely to defend their self-esteem. The authors
therefore argued that different explanations are required to account for the stress reactivity of
men and women.
Type A/Type B behaviour patterns
The type A behaviour pattern was developed by Friedman and Rosen man (1974) to
describe those individuals who were very competitive, impatient and easily became angry or
hostile. In contrast, type B individuals were described as more easy-going, and as less
competitive and hostile. Much research has shown that type A individual react more strongly
in the presence of a stressor than do type B individuals. For example, several studies have
found that type A individuals show greater increases in blood pressure, heart rate, cortisol,
epinephrine and nor epinephrine than type B individuals (Manuck, Craft and Gold, 1978;
Williams, Lane, Kuhn, Melosh, White and Schanberg, 1982) However, research has also
shown that individuals showing the type A behaviour pattern are more likely to encounter
stressful events in their lives. For example, Baker, Dearborn, Hastings and Hamburger (1984)
found that type individuals were more likely to work in fast-paced, competitive environments
and have higher workloads than type B individuals. A vicious circle therefore results whereby
type individuals not only react more negatively in stressful situations, but also actively seek
out environments which are potentially stressful.
Optimism/pessimism
Over the last decade, research has focused on the role of dispositional optimism as a
moderator in the stressor-strain relationship. Dispositional optimism can be defined as
generalised expectancies of favourable outcomes, with pessimism clearly being defined as
generalised expectancies of unfavourable outcomes. (Scheier and Carver, 1985) In a study by
Scheier and Carver (1985), college undergraduates completed a measure of dispositional
optimism and a checklist of physical symptoms at two different times during a stressful
Page 31

period in their lives. An inverse relationship between optimism and symptom reporting was
found, suggesting that optimists may respond to stress in a different way than pessimists. This
hypothesis formed the basis of a study by Scheier, Weintraub and Carver (1986). They
considered the way in which optimists and pessimists cope with stress. The results found
modest positive correlations between optimism and problem-focused coping, seeking of
support and emphasising positive aspects of stressful situations. When the stressor was
uncontrollable, optimism was also associated with acceptance/resig nation.
Pessimism, however, correlated positively with denial, distancing, focusing on
stressful feelings and disengagement from one's previous goal with which the stressor was
Interfering. The authors therefore suggested that optimists tend to partake in more adaptive
coping behaviours than pessimists, and that this can, at least in part, explain the higher stress
levels of pessimists. This clearly has implications in terms of the design of stress management
interventions for optimists and pessimists.
Emotional control
Cameron and Meichenbaurn (1982) suggested that "the habit of mentally rehearsing
failures and concurrently engaging in self-denigrating thoughts might interfere with at least
some dimension of the unwinding process" (p. 702). Roger and Nesshoever (1987) argued
that this type of behaviour is reflected by the personality variable of emotional control. They
defined emotional control as "the tendency to inhibit the expression of emotional responses"
(Roger and Nesshoever, 1987, p. 527), and developed a scale with which to measure this
personality variable. This scale consisted of three factors, namely Rehearsal (r), Emotional
Inhibition (EI), Aggression Control (AC) and Benign Control (BC). Further research found
that Rehearsal in particular provided a moderator role within the stressor-strain relationship.
Roger (1988) found that individuals who had a tendency to continue to think about
emotionally upsetting events in their lives showed prolonged heart rate recovery, and had
high levels of cortical following a stressful event. Roger (1988) argued that these findings are
Significant in the light of evidence that prolonged physiological arousal is related to
increased susceptibility to various pathological diseases.
Social support
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Sarafino (1990) defined social support as "the perceived comfort, caring, esteem, or
help a person receives from other people or groups" (p. 107). Sarafino(1990) suggested that
there were four types of support, namely emotional, esteem, tangible or instrumental and
informational. Emotional support involves the expression of empathy and caring toward the
individual, in order to comfort and reassure them.
Esteem support was defined in terms of the expression of encouragement and
agreement with an individual's ideas, and positive regard for them. Tangible or instrumental
support involves direct help for the individual such as helping to sort out funeral
arrangements. Finally informational support involves offering advice and suggestions. The
sources of support can vary widely between individuals, from a spouse and family members,
to work colleagues or self-help groups.
Research by Sherman and Lieberman (1981, In Lieberman, 1982) found that upon the
death of a child, parents sought help from a variety of sources. Of 663 parents considered in
the study, all but four per cent had sought some kind of help. In forty-two per cent of cases,
the parents had sought help from multiple sources including both formal and informal
sources, with only eighteen per cent seeking help solely from informal sources such as family
and friends.
The role of social support as a mediating factor within the stressor-strain relationship
has received much attention within the research literature. LaRocco, House and French
(1980, In House, 1984) considered the effects of emotional and tangible or instrumental
support on the levels of anxiety, depression and irritation of over 2000 men working in a
variety of white- and blue-collar environments. The results showed that the greater the social
support available, the less psychological strain was reported by individuals.
Reduced job stress was found to be more strongly related with the social support
individuals received from their supervisors and colleagues than from their family and friends.
This clearly has implications in terms of stress management within the workplace. Two
theories have been proposed to explain the moderating role of social support in the stressstrain relationship. (Sarafino, 1990) The buffering hypothesis suggests that social support
protects the individual against the adverse effects of high levels of stress. Sarafino (1990)
pointed out that the buffering effects of social support appear to be evident only or mainly in
highly stressful situations.
Cohen and Wills (1985) proposed that the buffering effects of social support may be
due to the fact that individuals with high levels of social support will be less likely to
perceive a situation as stressful as those with low levels of support. They may find situations
Page 33

less threatening because they know that someone will be there to help them. Alternatively,
social support might suffer the effects of stress through their response to a situation after they
have appraised it as stressful. Cohen and Wills (1985) argued that people with high levels of
social support might know someone who will help them, and therefore perceive themselves
as having the resources available to cope with a stressful situation.
The second theory proposed to explain the moderating effects of social support on
individuals' response to stress, is termed the direct effects hypothesis. This theory suggests
that social support is beneficial to individuals' health both in low and in high stress situations.
Cohen and Willis (1985) argued that individuals with high levels of social support might have
high self-esteem due to a feeling of belonging. Their positive outlook on life may then make
them less vulnerable to infection, in either low or high stress situations. Alternatively people
with high levels of social support may try to lead a healthier lifestyle because they feel that
others depend on them and care about them.
Although much work has focused on the moderating role of social support, both at
work and at home, further research is required. As highlighted by Burke (1987), unanswered
Questions still remain, for example concerning definitions and measures of social support,
and the functions of social support. Social support is a rather global concept, and the author
would suggest that researchers should endeavour to break it down and consider its individual
components in terms of type, source and function.
Sources of stress and their measurement

Major life events
Integral to the interactions model of stress, is the primary environmental source of the
stress. A plethora of research has focused on a wide number of stressful environments, both at
home and at work, and considered what it is about these environments which cause the
individual to feel threatened and unable to cope. Life events research has a long and varied
background, including studies of the effects of natural and man-made disasters (Lindemann,
1944) to the consideration of discrete events which require adaptation or change (Holmes and
Rahe, 1967). For example, Quadagno, Dixon, Denney and Buck (1986) found that the time
Page 34

following the birth of a baby can be a very stressful period.. This could be caused by a variety
of factors including lack of sleep, a disordered lifestyle and the taking on of a new role as a
parent. Sarafino (1990) also pointed out that the timing of life changes may be important,
particularly if events do not occur as expected. He argued that this in itself may be stressful,
since people may perceive themselves as failures if events do not occur at the expected times,
or they may be denied support from friends in similar situations.
The life events approach to stress formed the basis of the Social Readjustment Scale
(Holmes and Rahe, 1967), which consists of a list of major life events which were drawn up
on the basis of clinicians' experiences with patients. Values were then assigned to each event,
based on hundreds of subjects' ratings of how much adjustment each event would require. An
individual's total stress score is then calculated as the sum of the values assigned to each of
the events they reported as having experienced over a specified period of time. The Social
Readjustment Scale (Holmes and Rahe, 1967) has been criticised however for its failure to
recognise the different meanings that an event such as the death of a spouse, assigned the
highest value of 100, has to the individual.
Some may perceive this event as very stressful, particularly if the death was sudden.
However, others may consider such a death as a relief if the person was ill and in pain for a
very long period of time. If the integrationist approach to stress is used as the model of stress,
as in the present research, one must acknowledge an individual's own perception of a life
event and what it means to them. Sarason, Johnson and Siegel (1978) considered this issue in
the construction of their life events scale, the Life Experiences Survey. To complete this
scale, the individual has to rate each of the fifty-seven items on a seven-point scale from
extremely negative to extremely positive. A total change score is then calculated as the sum
of the individual scores for each item. This method of measuring the extent of life events
experienced by individuals therefore incorporates the individual's appraisal of the event into
its total score.
Daily hassles
Although the life events approach to stress has received a considerable amount of
support, several researchers have argued that the minor stressors of everyday life are more
likely to have a negative effect on an individual's psychological health. (Savery and Wooden,
1994) Kanner, Coyne, Scheafer and Lazarus (1981) have found from their research that the
frequency and intensity of such minor events or hassles have a stronger relationship with
Page 35

individuals' psychological and somatic health than do life events. They explained these
findings in terms of the cumulative effect of these hassles, whereby the individual becomes
unable to adapt to their environment. This approach to stress led to the development of a
measure of minor everyday events called the Daily Hassles Scale (Lazarus and Folkman,
1989). The scale consists of a list of 117 items which individuals rate on a four-point scale as
'none or did not occur, 'somewhat severe', 'moderately severe' or extremely severe'. A
frequency score is calculated as the number of items endorsed, with a severity score, being
the average severity rating on the scale.
A study by Ivancevich (1986) considered the relationship between daily hassles and
life events, and the health symptoms, absenteeism rates and productivity of 185 employees of
an organisation. It was found that the relationship between daily hassles scores, and
symptoms of poor health and absenteeism, were stronger than the relationship between life
events, and poor health and absenteeism. More recent research by Savery and Wooden (1994)
found that there was a stronger relationship between frequency of daily hassles and injuries in
the workplace than between life events and injuries. The authors argued that the findings have
implications for stress management. They proposed that interventions should aim to help
people cope better with daily hassles, both at home and at work, in order to reduce their
levels of stress, and stress-related outcomes. It must be considered however that the
researchers employed their own measures of life events and daily hassles, based upon items
included in previous scales. Validation of these scales is therefore necessary before any firm
conclusions can be drawn from the research.
Occupational stress
Newman and Beehr (1979) stated that the term 'occupational stress' first appeared as a
key word in Psychological Abstracts in 1973. Since this time, a growing body of research has
focused on stress at work, and examined the effects it has on the individual's physical and
psychological health.
As with models of general stress, the approaches to occupational stress have varied
from stress as an objective physical stressor, to stress as a physiological response, to stress as
an interaction between the individual and their working environment. (Griffiths, Cox and
Barlow, 1995). There is growing consensus amongst researchers around. The adequacy of the
Page 36

interactive model, whereby stress results from an individual's perception of an imbalance
between the demands of a job and their ability to cope with it.
Research has revealed a wide variety of factors that have been found to be stressful
within the working environment. Studies have focused on the effects of exposure to physical
hazards such as extreme temperatures and noise (Quick and Quick, 1984) and also on more
psychosocial aspects of work, such as perceived lack of control over one's job (Cottington
and House, 1987), and poor relationships with managers and colleagues (Quick and Quick,
1984). In a recent report for the UK Health and Safety Executive, Cox (1993) divided
psychosocial stressors into nine broad categories which have been shown to be associated
with stress and/or ill-health. These categories include the job content, the workload or
workpace, the work schedule, interpersonal relationships at work, control, the organisational
culture and function, the role of the individual in the organisation, career development and
the home-work interface.
The final category in this list, the home-work interface, emphasises the need for a
global perspective to be taken towards the stress process. Researchers must be aware of the
role of extra-organisational stressors on the individual's response to stressors at work.
Greenhaus and Beutell (1985) reviewed the literature on work/family conflict and concluded
that it exists when the time devoted to, the strain resulting from and the behaviour required by
one role does not allow one to fulfil the requirements of the other role. This suggests that
researchers should envisage occupational stress as interaction between factors at work, home
and at leisure.
The effects of stress Research has considered the way in which stress effects not only
our physiological system, but also our psychological functioning, including the way we think,
feel and behave. There has been debate centred around the issue of whether a link exists
between stress and health, with much research focusing on the role of stress in the
development of illnesses as diverse as asthma, coronary heart disease and cancer.
Physiological effects of stress
Asterita (11985) stated that two main physiological pathways, the neural and neurone
doctrine systems, are activated when an individual responds to stress. Messages which have
been encoded as threatening are sent to the hypothalamus from cortical and limbic structures.
Those signals with the encoded information which emerge from the posterior section of the
hypothalamus then activate the sympathetic division of the autonomic nervous system.
Similarly, the signals from the anterior section of the hypothalamus activate the para
sympathetic division of the autonomic nervous system. Activation of the sympathetic division
Page 37

of the autonomic nervous system causes arousal of the body as a whole. This is reflected in
the body's increased heart rate, circulation, oxygen supply, metabolism and energy. Asterita
(1985) commented that this overall arousal of the body leads to stimulation of the organs
needed in the 'flight or fight' response, which if prolonged can result in a stress-related
disorder. Activation of the parasympathetic division of the autonomic nervous system results
in effects opposite to those described above. Heart rate is slowed down, pupils constrict and
blood vessels dilate. In other words, the body is gradually slowed down.
Asterita (1985) stated that the sympathetic and parasympathetic divisions of the
autonomic nervous system often work together as a complete unit, and that when part of a
system is activated, all or most of that system is also activated. However there are many
occasions when the systems act independently, and where only individual endorgans, or
multiple groups of organs are stimulated. The next stage of the physiological stress process is
what Cannon (1935) described as the 'flight or fight' response.
The response begins in the consomm diala my gdalar
complex, with neural
pathways passing to the lateral and posterior parts of the hypothalamus, down to the thoracic
regions, and on to the adrenal medulla. The catecholamines, epinephrine and nor epinephrine
are then released upon sympathetic stimulation of the adrenal medulla. Secretion of these
hormones can have significant physiological effects upon various bodily systems, including
one's respiratory system, cardiovascular system, gastrointestinal system, central nervous
system, and also one's blood and metabolism.
The final phase of the stress response is activation of the endocrine axis. The main
endocrine glands which are affected are the adrenal cortex and the pituitary glands. Increased
amounts of ACTH are released by the anterior pituitary, which influences the release of
glucocortoids (cortisol) by the adrenal cortex. Release of these hormones can have a
significant effect on many parts of the body, including one's circulatory, digestive and
immune systems. Since immune functioning has been considered as an outcome variable
within evaluative studies of stress management interventions, (Kiecolt-Glaser et al, 1992) the
author will discuss the wayin which stress affects the immune system.
Stress and the immune system
The immune system can be defined as "a surveillance mechanism that protects the
host from disease-causing micro-organisms" (Jemmott and Locke, 1984, p. 79). The main
organs of the immune system are called lymphatic since they are involved in the development
Page 38

and deployment of lymphocytes, the white blood cells which are the main defence against
antigens. The other type of white blood cells involved in the immune system are phagocytes,
which respond to any type of antigen, and are therefore involved in non-specific immunity.
Lymphocytes, however, are involved in specific immune processes, which are either
cell-mediated or anti body-mediated. Cell-mediated immunity involves the attack of infected
cells by lymphocytes known as T-cells. There are several groups of these cells, including
killer, memory, delayed hypersensitivity, helper and suppresser T-cells. Anti body-med i ated
immune processes attack antigens directly, using lymphocytes known as B-cells, which
produce plasma cells, which in turn result in the development of antibodies.
Five classes of antibodies have been identified, IgG, IgM, IgA, IgD and IgE. They
are involved in slowing down antigens in order to make them easier to destroy, recruiting
protein substances to destroy the antigen, and finally in forming memory B-cells, which
enable the immune system to attack antigens which appear on a repetitive basis (Sarafino,
1990). Much research has focused on the effects of stress on the body's immune system.
(Kiecolt-Glaser et al, 1984; Jemmott and Locke, 1984).in a study by Kiecolt-Glaser et al
(1984) first year medical students were asked to fill out questionnaires to measure
their
levels of stress and loneliness a month before their final exams.

A sample of blood was also collected from each student at this time, and also
following the students I
first two examinations. The results showed that there was a
significant decrease in the students' killer T-cell activity following the examinations, relative
to their levels a month prior to the examinations. Furthermore, the students who reported high
levels of loneliness on the questionnaire had significantly lower killer cell activity in both
blood samples than the students who reported low levels of loneliness. Other research has
also showed similar findings of the effects of stress on immune functioning. For example,
significantly lower levels of the anti-body have been found amongst first-year dental students
in times of high stress compared with times of low stress (Jemmott et al, 1983). The way in
which stress affects the immune system appears to be through the release of hormones during
the stress response.
Antoni (1987) reported that epinephrine seems to increase the number of suppresser
T-cells, which slow down or stop immunity processes, and decreases the number of helper
Tells, which stimulate lymphocytes to reproduce and attack. Similarly, cortisol appears to
Page 39

inhibit phagocyte and lymphocyte functioning, and can finally lead to the destruction of
lymphocyte tissue.
Psychological effects of stress not only affect an individual's physiological
functioning, but also their psychological functioning, in the way that they feel, think and
behave. Research has found that stress can affect an individual's emotions in a number of
ways. Sarafino (1990) described how individuals can become fearful, anxious, depressed or
angry when under stress. These emotions may influence the behaviour of the individual. For
example, Donne stein and Wilson (1976) found that angry people will act more aggressively
than those individuals who are not angry.
In relation to stress, therefore, an example could be of a person who is caught up in a
traffic jam. The individual may perceive the situation as threatening, perhaps because it
would result in them being late for an important meeting, reflecting badly on their character
and even reducing their chances of promotion. This may cause the individual to become
angry with the other people in the traffic jam, blaming them for the situation which they find
themselves in. Anger may then lead to aggression as the person becomes more and more
angry, resulting in the individual shouting at the other motorists, or hitting their car.
Research has shown that stress can lead to other forms of socially undesirable
behaviour. Cohen and Spacapan (1978) found that subjects who had completed a difficult
stress-inducing task in a crowded shopping centre were less likely to help an individual who
had supposedly lost a contact lens, than subjects who had completed an easy task in an
uncrowned shopping centre. Where the former group did help the individual to find their lens,
they tended to spend less time helping them than those subjects in the latter group. Research
has also focused on the way stress can affect an individual's cognitions. Cohen, Glass and
Singer (1973) found that children who lived in noisy apartments were less able to
discriminate between words, and were poorer at reading than the children who lived in less
noisy apartments. The authors suggested that these findings were due to the children in the
noisy apartments being less attentive to sounds and that this impaired the development of
cognitive abilities.
The stress-illness relationship.
Page 40

Sarafino (1990) reported that the link between stress and illness can be through either
a direct or indirect route. The former occurs as a result of changes in the organism's
physiological state, and the latter through a person's behaviour. As described earlier, there has
been a considerable amount of work which has considered the effects of stress on an
individual's immune functioning. From this work, research has looked at the effects of
decreased immune functioning on an individual's health. For example, Schneider man (1983)
found that very high levels of catecholarnines appear to lead to an increase in the growth of
plaques on the artery walls.
This has the effect of narrowing and hardening the arteries, thus increasing an
individual's blood pressure and consequently increasing the likelihood of a stroke or heart
attack. Similarly, stress has been linked to rheumatoid arthritis, possibly through decreased
functioning of the immune system (Asterita, 1985). Other bodily systems have also been
considered in the stress-illness link. For example Asterita (11985) noted that increased
sympathetic activation as a result of emotional arousal may explain the occurrence of
migraine headaches and Raynaud's syndrome. The indirect route through which stress is
believed to affect health, considers the individual's behaviour under
Occupational Stress in Mental Health Professionals
There have been a number of studies which have looked at the issue of stress for
mental health professionals (see Table 1.2). As we can see from Table 1.2, stress-related
research is frequently based on a theoretical model, such as the 3 levels of the stress process
(i.e. stressors, moderators and outcomes) proposed in the model developed by Carson and
Kuipers (1998). Research indicates that mental health professionals experience high levels of
burnout and poor mental health as compared with other occupational populations (Carson
et al., 1995; Onyettet al., 1995; Prosser et al., 1996; Wykeset al., 1997). Moore and Cooper
(1996) presented a theoretical overview of this subject.
Findings indicate that although mental health professionals are subjected to similar
organisational stressors as other workers, they experience additional emotional strain by the
very nature of their professions in dealing with troubled persons often over extended periods
of time (Nolan et al., 1995). Similar findings are reported in a later study by Jenkins & Elliott
(2004), who found that although many of the stressors experienced by mental health
professionals are similar to other health care specialities, a number of demands relate
Page 41

specifically to the mental health profession. These include the intense nature of interaction
between the client/mental health professional relationship (Cronin-Stubbs &Brophy, 1985),
dealing with difficult and challenging behaviour on a regular basis (Sullivan, 1993), and
service changes in the mental health profession.
Fagenet al. (1996) also identified recent service changes in the mental health
profession as being a significant cause of stress amongst mental health nurses. There has been
a transition from the traditional hospital based setting to the delivery of care in the
community setting. Research indicates that community mental health nurses experience
significantly higher level of stress than their ward based counterparts (Carson et al., 1995;
Fagin et al., 1995).
Other major sources of stress amongst mental health professional identified in the
literature include, administrative and organisational factors and lack of consultation over
work-related changes (Dawkinet al., 1985), inadequate staffing levels (Carson et al., 1995;
Cushwayet al., 1996), and dealing with potentially violent an/or suicidal clients
(Sullivan,1993). However, the empirical evidence indicates that it is the administrative and
organisational factors which cause most stress in psychiatric nursing (Cronin-Stubbs &
Brophy,1984; Dawkins et al., 1985; Jones et al., 1987).
A number of reviews have focused on literature in the area of stress in mental health
nurses (Jones, 1987; Sullivan, 1993; Dunn & Ritter, 1995; Edwards &Burnard, 2003), and
amongst other mental health professionals (Carson & Fagin, 1996; Fothergill et al., 2004;
Hanniganet al., 2004;). Edwards and Burnard (2003) found that the most frequently reported
sources of stress amongst mental health nurses were administrative and organisational
concerns, client-related issues, heavy workload, interpersonal conflict, financial and resource
issues, professional self-doubt, home/work conflict, staffing levels, changes in the health
service, maintenance of standards and poor supervision. Findings from a systematic review
on occupational stress in psychiatrists (Fothergill et al., 2004) indicate that psychiatrists also
experience significant levels of stress. Specific stressors 10 included overwork, management
and resource issues, personal stresses, lack of time, organisational changes, lack of
administrative support and low pay.
A number of studies have also been carried out amongst community mental health
teams (Harper &Minghella, 1997; Oliver &Kuipers, 1996; Onyettet al., 1997; Parkes& von
Page 42

Rabenall, 1993; Prosser et al., 1996, 1997, 1999; Reid et al., 1999, 1996; Wykeset al., 1997).
Evidence indicated that stressors included increased workload and administration, working
structures, lack of resources, management problems and managing crises alone. Studies also
suggest that particularly high levels of the emotional exhaustion component of burnout
have been reported among staff based in a community rather than a hospital setting (Carson
et al., 1995; Prosser et al., 1996).
These findings are particularly significant because they suggest the workplace
adversely affects the psychological well-being of staff working in the mental health
profession. This is particularly significant as the delivery of high quality mental health
services and the rehabilitation and recovery of people with mental health problems is
dependent on the availability of experienced personnel.
There is a need for more interventions for the prevention and management of stress in
the mental health profession, particularly in the areas such as the vocational and rehabilitation
sector where interventions have not yet been implemented. There is also a need for more
studies on stress in specialist areas in mental health. Although there have been a large number
of studies conducted on workplace stress, particularly in the health care setting, Rees and
Smith (1991) indicated that there is a paucity of research on comparatives of stressors
experienced by different mental health professionals, for instance, those working in areas
such as mental health rehabilitation. This is particularly significant as the literature reports
increasingly high levels of stress and burnout among mental health professionals, and there
are now increasing demands on specialist areas in mental health such as mental health
rehabilitation. This is a result of mental health policy and an increased emphasis on the
recovery model in the mental health services where employment is highlighted as important
in rehabilitation and recovery (European 11 Commission, 2005; Mental Health Commission,
2006; European Parliament, 2008). It is projected that there will be increased demands for
vocational and rehabilitation services for the future of social inclusion of people with mental
health problems. This may result in increased pressure on staff. Current literature focusing on
stressors in specialist areas in mental health is notable by its absence.
Page 43
Chapter -2
Company profile
Page 44

Background and inception of the company
MULTILINK is in business for over 28 years, multilink was established in the year
1983, by three technocrats who had crystal clear vision of the boom of the automobile
industry in the country. The group started developing auto electrical / electronic / electro
mechanical components for various applications in two, three and four wheeler segments. The
group received the first prestigious order from TVS-SUZUKI for relays, rectifier and resistors
to be used on the first 100cc motorcycle in the country.
Over the last 28 years the group has grown multidimensional in all segments like plant,
manpower, products, and sales and accredited. The group is now poised to create a BRAND
IMAGE for quality automobile components and take the sale to a whooping Rs100 crore over
next couple of years.
The group has chalked out an enviable road map to attain high quality in manufacturing, at
affordable cost, right time delivery and appropriate design in the years to come.
The group continuously will be creating wonderful working atmosphere for all level of
employees.
Upgrade the machinery to meet the current and future needs of the Industry.
Will also build and maintain units to meet the contemporary environmental standards. The
group will strive to create products of high international standards and compete with global
players.
The group has a strong design team with over 35 Engineers using the latest software
tools like PRO E, CADDENCE, and Auto Cad to develop components to suit any
application. All the units are accredited with ISO: 9001-2000 and now progressing towards TS
16949, ISO: 14001 and TQM. The company over the years has developed skills to conduct
DFMEA, PFMEA on the products by way of regular brain storming sessions. The group has
set up a comprehensive Lab to conduct Reliability test of products at their Mysore facility like
Vibration testing, Humidity testing, Heat cool test, Thermal cycling, Life/Endurance test and
Salt spray test.
Nature of the business carried

Page 45

Multilink group is manufacturing the auto electrical/electronic/electro mechanical
components for two, three and four wheeler vehicles.
Vision, Mission and Quality policy
Vision: The vision of this group is to reach Rs 100 crore sales over next 3 years.
Mission: Buy with confidence and guaranteed means customers get the Quality, security
and customer care they need.
Quality policy: company strive to achieve total \customer satisfaction by adopting proven and
innovative techniques is all over processes, delivery of high quality products on time and
every time at competitive price and making continuous improvements in the system with
involvement of our employees and business.
Products / Service profile
Page 46
Fuel Sender unit: It is sense the fuel level in the two-wheeler tank.
Throttle Switch: It is indicate economy and power mode in vehicle during

driving.
Socket mobile charger: It is used to charge

mobile in vehicles.
Thermal sensor: It is indicate engine oil

temperature.
Page 47
PROP stand switch: it is warns when

stand is not removed warning switch.
Service profile:
Company provide home logistic for its customers and few customers are using their own
logistic. Company adopting JIT system (Just In Time system) on the basis of this system
group provides the service in daily basis and monthly basis to his customers.
MULTILINK LOCATION/ACTIVITY
SL.
NO
Location
Activity
Bangalore1
Karnataka
(Unit
1)
Corporate/TDC/Ac
counts
Customers
Products
All
NA
Tank
Mysore2
Karnataka
(Unit
2)
Manufacturing/Reli
ability
No of
people
35
units,
TVSM,HHML,REML Relays, Switches,

250
MTWL,ELEMEC,BS Regulators,
Beepers, Sensors,
AM,BAL
Actuators
Manesar-Haryana
3
Manufacturing
HHML, HMSI
Relays
150
Relays, Switches
165
(Unit 3)
Hosur4
Manufacturing
Tamil Nadu (Unit
TVSM,
HHML,
REML
Ownership pattern
Partnership firm: Multilink group established as partnership firm.
Page 48

M.B MURALIDAR,
H.G VASUKI
B.M MANGALA
Were the business partners and they entering in to a partnership deed in the year 1983.
Competitors information
Multilink group having two competitors
PRICAL INDUSTRIES
MINDA INDUSTRIES
PRICAL INDUSTRIES: It is an Indian based company, which is engaged in automobiles
components industries. The company is wholly owned subsidiaries include English tools and
casting ltd and PT Primal Surya commenced commercial production in April 2007.
MINDA Industries: It is Flagship Company of the MINDA groups. It design, develop and
manufactures switches for 2 or 3 wheeler and off road vehicles. It already enjoy a 70% market
share in the 2 or 3 wheeler segment in India and is amongst the top few globally.
MINDA industries ltd has established 8 state of the art facilities spread across length
and breadth in India.
In the year 2002-2003 MINDA company enter the Asian region
In the year 2005-2006 setup manufacturing plant at Mysore, B- 63 industrial area Mysore.
Infrastructural facilities
As per the industrial norms Multilink group providing infrastructural facility to his
employees.
Canteen facilities
Provide good working environment with specious building
Workspace and associated facilities
Layout of plant and process equipment are optimized for ergonomics
High level of hygiene standards and habits are maintained in all working areas
Page 49
It facilitates modern machines and equipment like
a. Automatic wire cut / strip machines

b. Assembly conveyor
c. Coil winding facilities
d. Pick and space machine
e. Wave soldering
f. Profile projector
Research and development
Technical Development
Centre (TDC)
Product Development
Centre (PDC)
Product Evaluation
Centre (PEC)
R&D
Reliability
Technical Development Centre: Customers of the company gives the specifications,

drawings, standards of the products that they required and sometimes they also give sample
piece of a product to be manufactured.
Product Development Centre: In this department, they make conceptual design for
evaluation and verification using similar products, drawings of the products & models
wherever necessary.
Product Evaluation Centre: Here they analyse the products with similar features and make
standard operating procedures.
Reliability: Finally they check the reliability and Endurance test to know the performance of
the product at different conditions
Achievements / Awards
Page 50

Multilink receives the Quality Award from Mahindra two wheelers Pune in the year
2013-2014.
Quality Assurance Award from Hero Honda in the year 2013.
TVS motor co., ltd
Hero Honda motor ltd
Mahindra two wheelers ltd
Royal Enfield
Fiem industries
High power engineering ltd
Departments in Multilink
Page 51
Work flow model
WORKFLOW MODEL OF MULTILINK
Page 52

A workflow consists of a sequence of connected steps. It is a depiction of a
sequence of operations, declared as work of a person, a group of persons, an organization of
staff, or one or more simple or complex mechanisms. Workflow may be seen as any
abstraction of real work. For control purposes, workflow may be a view on real work under a
chosen aspect, thus serving as a virtual representation of actual work. The flow being
described may refer to document or product that is being transferred from one step to another.
2.12 Future growth and prospects
To create a brand image for its products service in the field of auto electrical and electronic.
To create eco friendly units and a good work place for all its employees.
To reach Rs100 crore sales over the next 3 years.
To adhere to QCD and be a customer delight company.
To delivery globally accepted products.

Mckensys 7S frame work with special reference to organization under study
The 7-s Model is better as Mc. Kinsey 7-S. this is because the two persons
developed the book called in search of excellence (1992).
Robert water man, published their 7-s Model in their article Structure Is Not
organization (1980) and in their books the art of Japanese Management (1981) In Mc
Kinseys 7-S Model, the seven elements are distinguished as hard Ss and soft Ss.
Plans, The hard elements are feasible and easy to identify. They can be found in strategy
statements, corporate and organizational charts and do other documentation. Those four soft
Ss however, are hardly feasible. They are difficult to describe since capabilities, values and
elements of corporate culture are continuously developing and changing.
They are highly determined by the people at work in the organization. Therefore it is
more difficult to plan or to influence the characteristics of the soft Elements. Although the soft
factors are below the surface, they can have the great impact on the hard structures, strategies
and systems of organization.
Description:
Page 53

The Hard Ss:
Strategy: Actions, a company plans in response to or anticipation of changes in its external
environment.
Structure: Basis for specialization and co-ordination influenced primarily by strategy and by
organization size and diversity.
Systems: Formal and informal procedures that support the strategy and structure.
The soft Ss:

Style / Cultures: The culture of the organization, consisting of two components.
Organizational culture The dominants values and beliefs and norms, which develop
overtime and become relatively enduring features of organizational life.
Management Style: More a matter of what managers do than what they say; how do
companys managers spend their time? What are they focusing attention on?
Page 54

Staff: The people or human resource management processes used to develop mangers,
specialization processes, ways of shaping basic values for management cadre ways of
introducing young recruits to the company, ways of helping of manage the careers of
employees.
Skills: The distinctive competencies what the company does best, ways expanding or shifting
competencies.
Shared values: Guiding concepts, fundamental ideas around which a business is built- must
be simple, usually at abstract level, having great meaning inside the organization even though
ou8tsiders may next see or understand them. 7s with reference to the company.
Strategy:
Strategies to achieve the overall objectives are carefully spelt out function wise so as to
integrate with the comprehensive overall plan. The strategies and action plans are time bound
with specific responsibility assigned to individual/ group /task forces.
It is also trying to improve its services to the customers by following up and attending any
complaints in more compensated way. Also, corporate strategy takes the environmental
opportunities, threats and the organizational strengths and weakness into account and provides
an optimal match between the firm and the environment.
Structure:
A well balanced organization structure on which the company can apart from
sustaining the business also gave is evident in Multilink. The organization is well manned and
structured, with each function given utmost importance.
Since Multilink is serving by manufacturing auto electrical components which plays a main
role in automobiles. The decision is taken by the top level management of the company. For
analyzing and taking decision the top management will consult the lower level and functional
level mangers. The organizational has well defined systems on each and every function. The
procedures to be followed are well documented and audited. Multilink uses completer
systemized process in all fields like quality control systems, performance measurement
systems.
Page 55
Multilink uses completer systemized process in all fields like quality control systems,
performance measurement systems.
Page 56
Systems:
The organizational has well defined systems on each and every function. The procedures to
be followed are well documented and audited. Multilink uses completer systemized process in
all fields like quality control systems, performance measurement systems.
Style:
The style of functioning in the organization is unique. In Multilink, there is no opportunity for
grievances while making decisions regarding any problem on project. Here there is no
Autocratic style of leadership. Multilink believes in participative style of decision making
because decision generated is favorable to everyone and it could be one of the best.
Staff:
The employee strength of 238 persons in those 8 executives, 11 group head, 17
operators, 1plant head and manager and 200 are other staff. The staffs are educated, skilled
and lead by professionals at the line manager, middle and top level executives. Artisans have
direct exposure to on the job operations and supervisors are trained in various operational
areas and rotation made to ensure overall development.
The Managers and top level
executives have professional expertise in one or more functional areas. Many have had
experience of working in different units of Multilink which has enhanced their vision. A
dedicated staffs from top to down below have been a good aspect in Multilink.
Skills:
Skill is a blend of knowledge and experience. With the attitude involvement and
Dedication of the workforce. The inputs provided on training the workforces, maturing their
talents involving them in various group activities, exposing them to outside industrial work,
motivating them in each and every possible way has helped workforce have the highest level
of morale acknowledged throughout the Multilink.
Shared Values:
Page 57

With a vision of being a world class, innovative, competitive, the group has a common
goal to all its concerns and shares the information available in every concern. Some of the
shared values are:
Zeal to Excel and Zest for Change.
Integrity and Fairness in all matters.
Strict Adherence to commitments.
Ensure Speed of Response.
Foster Learning, Creativity and Team-work.
Ethical conduct towards all stakeholders
Learning, creativity and teamwork
Loyalty and pride in company
Equal opportunity employer
Respect for others
SWOT Analysis
Page 58

Strengths Of Multilink
Multilink is having a very good reputation in the market.
Strong relation between the organization and all the levels of employees is the
backbone of the success.
Ongoing Product Innovation and Renovation, to consumer insights.
Efficient Supply chain.
Distribution structure that allows wide reach and coverage in the target markets.
Capable and committed Human Resources.

Weakness Of Multilink
Not into Direct Market
Complex supply chain configurations

Opportunities Of Multilink
Chances of widening the Marketing throughout the country and abroad.
Option for future expansion of the plant.
Growth in two wheeler demand would come mainly from rising population in
relevant age
and income groups, and it help to increasing the sales.

Threats Of Multilink
Competitive environment with diverse players.
Rising of Raw materials cost
Change in fiscal benefits / laws.
Emergence of electric scooters
Page 59
Boom in two wheeler market.
Financial statement
MULTILINK MYSORE
Financial statement
PARTICULARS
31-Mar-14
31-Mar-13
a)Partners fixed capital account
Nil
Nil
b)Partners Current capital account
99,196,914.84
65,289,380.46
a)head office current account
Nil
Nil
b)Cash credit
Nil
5,487,425.74
c)SBI-Hebbal
Nil
103,660.31
d)Loan -HDFC bank
Nil
Nil
e)Loan-Kotakmahindra bank
Nil
Nil
f)Loan-Kotakmahindra bank(vehicle) Nil
Nil
TOTAL
99,196,914.84
70,880,466.51
1)Gross block
14,101,831.00
10,578,533.05
2)less: Depreciation
1,954,447.00
1,326,122.00
12,147,384.00
9,252,411.05
1)Sources of funds
Partners Fund
Loan Funds
2)Application of funds
Fixed assets
Net Block(total A)
Page 60
Investment
Current
advances
assets,Loans
and
1)inventories
41,688,180.48
23,269,622.39
2)Sundry debtors
25,953,543.48
24,389,463.23
3)Cash and bank balance
5,091,131.57
3,814.00
4)Loan and advances
2,236,175.88
2,562,819.55
(Total A)
74,969,031.16
50,225,719.17
1)Current liabilities
61,971,187.89
40,425,633.64
2)provisions
1,784,145.20
1,225,435.11
11,213,698.07
8,574,650.42
Multilink Bangalore HO
51,690,118.50
50,850,449.42
Multilink Manesar-Branch
2,555,891.47
2,202,955.21
Multilink Hosur-Branch
21,589,822.84
Nil
75,835,832.81
53,053,404.63
99,196,914.84
70,880,466.51
Less:Current
provision
liability
and
Net Current Assets(total

B)
Branch / Division
(total C)
TOTAL(A+B+C)
Page 61
Page 62
FINANCIAL ANALISIS
Current Ratio:
Std: 2:1
2014:
7,27,32,855.53
61,971,187.89
1.17
2013:
4,76,62,899.62
40,425,633.64
1.18
Interpretation:
The current ratio is a popular financial ratio used to test a company's liquidity (also referred to
as its current or working capital position) by deriving the proportion of current assets
available to cover current liabilities. It represents the margin of safety. In this firm position, it
has a good current ratio. Hence firm is liquid and has the ability to pay its current obligation.
Page 63
Quick Ratio:
Std: 1:1
2014:
3,10,44,675.05
61,971,187.89
0.50
2013:
2,43,93,277.23
40,425,633.64
0.60
Interpretation:
The quick ratio - aka the quick assets ratio or the acid-test ratio - is a liquidity indicator that
further refines the current ratio by measuring the amount of the most liquid current assets
there are to cover current liabilities. The quick ratio is more conservative than the current ratio
because it excludes inventory and other current assets, which are more difficult to turn into
cash. Therefore, a higher ratio means a more liquid current position. In this firm, compare to
2013 quick ratio is decline in 2014 i.e., 0.60 to 0.50. Firm should try to increase its liquid
position to standard 1:1.
Page 64

Fixed Assets Turnover Ratio:
Sales/Net Fixed Assets

2014:
36,03,48,960.96
1,21,47,384.00
30 Times
2013:
=
23,20,46,953.80
9,252,411.05
=
25 Times
Interpretation:
This ratio measures the efficiency in the utilization of fixed assets in generating sales. A firm
whose plant and machinery are old may show a higher fixed turnover ratio than the firm
which has purchased them recently.
Page 65
Net Profit Ratio:
2014:
=
3,48,12,442.42
36,03,48,960.96
9.66%
2013:
=
2,80,89,899.78
23,20,46,953.80
12.11%
Interpretation:
Profit margin analysis uses the percentage calculation to provide a comprehensive measure of
a company's profitability on a historical basis (3-5 years) and in comparison to peer
companies and industry benchmarks. Basically, it is the amount of profit generated by the
company as a percent of the sales generated. The objective of margin analysis is to detect
consistency or positive/negative trends in a company's earnings. Positive profit margin
analysis translates into positive investment quality. To a large degree, it is the quality, and
growth, of a company's earnings that drive its stock price. In this firm situation compare to
2013 firm net profit declaim in 2014, i.e., 12.11% to 9.66%.
Total Assets Turnover Ratio:
Net sales
Total assets
2014:
= 36,03,48,960.96
Page 66

8,71,16,415.16
4.14 Times
2013:
23,20,46,953.80
5,94,78,130.22
3.90 Times
Interpretation:
It shows the firm ability of generating sales from all the financial resources committed to the
firm. It measures overall performance and activity of concern.
Page 67

Learning Experience
It was the great experience for me in Multilink. Multilink is a huge organization with
multifarious functions and activities. The practical experience gained by me during my inplant training in a lot. It is entirely different from the theory what one learns in the classroom.
The situations read and explained theoretically are fully different when it comes to the
practical. The practical situations are broad in nature and they are entirely different from one
situation to another.
The important point I noticed while my in-plant training in Multilink is the uniform.
There is no discrimination in uniform between the workers and officers, uniform for all
officers as well as workers. Uniforms are different colours between workers and officers. The
important concepts and points I noticed and learned while doing the in-plant training are as
follows:
The different welfare measures provided to the employees of the organization within the
organization and also outside the organization which are: Transportation facility, canteen
facility, quarters facility, medical facility, clothing facility.

The different training and development programs adopted by the company and how it has
given to the employees.

How to maintain the ledger accounts for different heads.
The items and contents to be observed in the purchase order.
How the supervisor assigns the work to his subordinates for the efficient work.
The procedure adopted for inspection of goods received from the vendors.
How to execute the sale order received by the supervisor of the stores.
The terms and conditions while providing warranty and guaranty to the sold products
The basis on which the decisions are taken in the day to day operations.
On which basis the pricing is fixed for the finished goods.
The duties and responsibilities of all levels of the employees.
Page 68
Chapter -3
Analysis, Findings and Interpretation
Analysis and Interpretation
Page 69

The findings of any research work show what data and information collected through
primary sources in relation to the research title. This section highlights the responses received
from a sample which represents a population. It also demonstrates the interpretations and
analysis of the information collected. For the purpose of collecting first hand data and
information, a questionnaire was developed in accordance with the objectives of the study.
Questions and statements were formulated in a way that could be easily understood by
respondents and could elicit the required information.
Due to limitations encountered during research, a small sample size of 40 respondents
was randomly selected. The sample of questionnaire used for this research work is included in
Appendix. The questionnaires were responded by the employees of the following
organizations whom were reached through personal contacts.
Analysis and interpretation

1. Do
you feel stress at work?
Page 70

Points
Responses
Never
Rarely
Some times
Often
Always
Total
10
23
14
03
0%
50
Percentag
e
20
46
28
06
00
100
Chart Title
Never
Rarely
Often
Always
Some times
Analysis: Majority of the respondents (46%) felt that they stressed rarely while working in ,
28% of the respondents felt that they stress sometime 20% feels that they stressed never and
only 06% of the respondents are felt that they stressed often while working.
Interpretation: From the above analysis I can say that employees are working in the
organization and most of the respondents are agreed that they feel stress very rarely and
sometimes only; this shows that the level of stress in the organization is low, this leads to
effective employee productivity and organizational proficiency. The main thing observed
from the above analysis is that the company takes initiative to reduce the level of risk and
they are managing stress effectively.
Page 71

2.
Do you notice any negative changes in your behavioural pattern when you are under
pressure?
Points
Responses
Never
Rarely
Some times
Often
Always
Total
22
15
10
03
0%
50
Percentag
e
44
30
20
06
00
100
Chart Title
Often ; 6%
Some times ; 20%
Never ; 44%
Rarely ; 30%
Analysis: 40% of the respondents are agreed that they never noticed any negative
changes in their behavioural pattern, 30 % of the respondents are felt that they noticed
negative changes rarely and 20% of the respondents are agreed that they noticed negative
changes in their behavioural patterns some tome and only 6% of them felt that they find
negative changes frequently in their behavioural pattern.
Interpretation: The above analysis shows that majority of the respondents have not
noticed any negative changes in their behavioural patterns, this means the company has
taken the proper steps to manage the stress effectively.
Page 72

3. Does stress affect your performance?
Points
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
Responses
4
30
15
1
0%
50
Percentage
08
60
30
02
00
100
Chart Title
Disagree ; 2% Strongly agree ; 8%
Neutral ; 30%
Agree ; 60%
Analysis: most of the respondents (60%) and (08%) are agree that stress affects the
performance of the employees , 30 % of the respondents
are neutral and only 2 % of the
respondents are disagree that stress is not affect the performance of the employees.
Interpretation: The above analysis it is evident that stress affects the performance of the
employees. Majority of the employees agrees that stress affects their performances. One of
the most noticeable effects of stress in ones life is the changes in his performance. While we
can easily recognize the consequences of normal or excessive amounts of stress through mere
observation, its best to learn about the scientific relationship between stress and
performance. When stress is perceived as uncontrollable or unmanageable, the person begins
to experience a gradual to drastic decrease in performance levels, causing a decline in
productivity and enthusiasm to respond to the stress. For instance, a very tight deadline is
given to an office employee who has to take care of her four children at home and a sick
Page 73

mother at the hospital. This overwhelming mix of situations, if not managed carefully and
totally, will result to a poor performance at work, bad relationships with other members of the
family, ill health, and burnout.
4. Are you experiencing, or have you experienced any of these stress symptoms in the
last year?
Symptoms /scales
a. Aches and pains
%
b. High blood pressure
%
c. Poor sleep patterns
%
d. Skin Rashes
%
e. Indigestion
%
f. Stomach ulcers
%
g. Asthma
%
h. Anxiety
%
Always
00
00%
00
00%
00
00%
00
00%
00
00%
00
00%
00
00%
00
0%
Often
02
04%
02
04%
04
08%
02
04%
02
04%
02
04%
02
04%
01
2%
Some times
08
16%
10
20%
09
18%
02
04%
05
10%
03
06%
01
02%
10
20%
Rarely
10
20%
12
24%
14
28%
03
06%
15
30%
04
08%
01
02%
10
20%
Never
30
60%
26
52%
23
46%
43
86%
28
56%
41
82%
46
92%
29
58%
symptoms
a.
H
b e
c. . ad
a
A ch
d. Hi chees
gh s /m
a
Po blo ndigra
or od p in
a e
s
e. lee pre ins
s
p p su %
re
S a
g. f. kin tte %

R rns
S t Ind ash %
om ig es
a es %
h. ch tion
ul %
c
i. A ers
st
hm%
An a
xi %
et
y
%
50
40
30
20
10
0
Always
Often
Some times
Rarely
Never
Page 74

Analysis: the above table and graph shows that, 50% 0f the employees are agreed that they
never felt irritated, 30% of them are strongly agreed that they are not irritated, 14% and 06%
of them are somewhat agreed and agreed that they are irritated.
Interpretation: The above analysis proofs that employees are working without irritation and
only, this is good sign and important aspect that affects the employees positively. This makes
employees to concentrate on their works with taking any others help, it improves the
productivity and increases the accuracy
5, ) While
working do you ever feel
Factors /rating scale

a. Irritated
Percentage
b. Angry
Percentage
c. Frustrated
Percentage
d. Helpless
Percentage
e. Anxious
Percentage
f. Depressed
Percentage
g. Unable to concentrate
Strongly
agree
00
00
01
02
00
00
20
40
06
12
00
00
26
52
Agree
03
06
05
10
00
00
13
26
09
18
2
04
2
04
Somewhat
agree
07
14
06
12
00
00
10
20
18
36
19
38
12
24
Disagree
25
50
28
56
20
40
02
04
06
12
25
50
05
10
Strongly
dis agree
15
30
10
20
30
60
05
10
10
20
04
08
05
10
never felt irritated, 30% of them are strongly agreed that they are not irritated, 14% and 06%
of them are somewhat agreed and agreed that they are irritated.
Page 75

Interpretation: the above analysis proofs that employees are working without irritation and
employees to concentrate on their works with taking any others help, it improves the
Angry
5; 20%
1; 2%
2; 10%
3; 12%
4; 56%
never felt angry , 20% of them are strongly agreed that they are not angry, 10% and 12% of
them are somewhat agreed and agreed that they are angry.
Interpretation: the above analysis proofs that employees are working without angry and
employees to concentrate on their works with taking any others help; it improves the
Page 76
Frustrated
4; 40%
5; 60%
Analysis: the above table and graph shows that, 60% 0f the respondents are disagreed that
they never felt frustrated, 40% of them are somewhat agreed that they are not frustrated.
Interpretation: the above analysis shows that employees are not frustrated , and they are
working without frustrated in the organisation this is good sign.
Helpless
5; 10%
4; 4%
1; 40%
3; 20%
2; 26%
Analysis: the above table and graph shows that, 12% 0f the employees are strongly agreed
that they are anxious, 18% of them are agreed that they are anxious 36% 0f them are
somewhat agreed that they are anxious and 12and 20% of them are disagreedand strongly
disagreed that they are not anxious.
Interpretation: the above analysis clears that employees are working with anxious this
impact negatively the employees performance
Page 77
Analysis: the above table and graph shows that, 12% 0f the employees are strongly agreed
that they are anxious, 18% of them are agreed that they are anxious 36% 0f them are
somewhat agreed that they are anxious and 12and 20% of them are disagreedand strongly
disagreed that they are not anxious.
Interpretation: the above analysis clears that employees are working with anxious this
impact negatively the employees performance
Page 78
Analysis: the above table and graph shows that, 4% and 38% of the employees are agreed
that they are depressed, 50% and 8% of them are disagreed and strongly disagreed that they
are not depressed.
Interpretation: the above analysis evidenced that employees are depressed and this reduces
the productivity and increases the inefficiency.
unable to concentration
6; 10%
5; 10%
2; 52%
4; 24%
3; 4%
Page 79

Analysis: The above table and graph shows that, 52% 0f the employees are strongly agreed
that are unable to concentrate, 4% of them are agreed that they are unable to concentrate ,
24% and 10% and 4% of them are somewhat agreed, disagreed and strongly disagreed
respectively.
Interpretation: From the above analysis it can be interpret that most of the employees are
unable to concentrate on their work and personal life due to stress and stress increases the in
efficiency
6) Have you taken leave in the past 12 months due to work related stress? If Yes, how
long for?
Points
Not at all
One day
One week
Two weeks
Longer
Total
Responses
22
22
5
1
0%
50
Percentage
44
44
10
02
00
100
Responses
One week; 10% Two weeks ; 2%

Not at all ; 44%
One day ; 44%
Page 80

Analysis: 44% of the respondents have not taken even single day leave due to stress and
44% of the respondents are taken one day leave due to stress, only 10 percent have taken 2
days leave and finally only 2 % of them have taken 1 week leave.
Interpretation: The above analysis evident that stress causes to employee absenteeism, if
the level of stress is high in the organisation , employees are not prefers work in the
organisation and they wish to take leave, and employees stay away from the workplace, it
affects the performance of the employees and this decreases the performance level of the
employees.
7. Please estimate the average number of hours per week that you work (both on and off
site) during term time
Points
Responses
Percentage
30 35
05
10
36- - 40
10
20
41 453
20
40
46 50
10
20
51+
10
50
100
Total
Responses
51+; 10% 30 35 ; 10%

46 50 ; 20%
36- - 40 ; 20%
41 453; 40%
Page 81

Analysis: The above table and graph make clear that 40% 0f the respondents are working 4145 hours per week, 20% of the respondents are working 46-50 hours per week ,20% of the
respondents are working 36-40 hours per week and 10% of the workers are works 30-35
hours and 51+ hours per week respectively.
Interpretation: the above analysis clears that the working hours for the employees is normal
and it does not exceeded 60 Hours per hours per week ,this would helps to both organisation
and employees to manage the time and complete the work assigned.
8. Please indicate how, if at all, your total workload has changed over the last five years, and
two years
particulars
Workload has drastically
increased
Workload has increase
averagely
Workload has increased in
slow growth rate
Remained the same
Workload decreased
5
years
10
2
years
15
5 years
%
20
2year
s%
30
10
15
20
30
20
10
40
20
10
00
10
00
20
00
20
00
5 years
Remained the same; 20% Workload has drastically increased ; 20%

Workload has increase averagely ; 20%
Workload has increased in slow growth rate ; 40%
Page 82
2 years
Workload has drastically increased ; 18%
Remained the same; 24%
Workload has increase averagely ; 35%
Workload has increased in slow growth rate ; 24%
Analysis and Interpretation:

Majority of the respondents are agreed in both the situations that the workload has
increased in slow growth rate, 30% of the respondents are agreed that the work has increased
marginally, 20% of them are agreed that the work is remained same.
Interpretation : from the above analysis it can be interpret that the work has increased
marginally from the past five and two years and this cause to extra work load and it finally
leads to stress.
9. If your workload has increased, please indicate below the approximate extent by which it
has changed.
Respondents
02
year
s
10
. about a quarter
05
year
s
05
00
00
b. about a half
20
40
10
20
c. about three quarters
20
40
20
40
d. about double
00
00
00
00
e. more than double
00
00
00
00
. about a quarter
05
10
20
40
Page 83

120
100
80
60
40
20
%
02 years
do
ub
le
05 years
e.
m
or
e
th
an
qu
ar
te
rs
c.
ab
ou
tt
hr
ee
.a
bo
ut
a
qu
ar
te
r
Analysis: The above table shows that most of the respondents are said that the work load has
increased quarter of the present and the work is increasing in a slow growth rate.
Interpretation: the above analysis is clears that work is increasing in the organistion aand
this may increase stress level in the organisation.
10. How do you handle an excessive workload?
Points
Support from superiors
Responses Percentage
1
2
Prioritize Work
25
50
Tackle Workload
22
44
Frustrated
03
06
Get Help from co workers

Total
0%
50
00
100
Page 84
Responses
; 6% Support from superiors; 2%
Prioritize Work; 49%
Tackle Workload
; 43%
Frustrated
Analysis: 50 % of the respondents are handle excessive workload by prioritizing work, 44%
of the respondents are handle by tackle workload and 3% &1% of the employees are handle
by support from superiors and workers respectively.
Interpretation: from the above analysis it can be interpret that employees are handling the
excess work by prioritizing work and tackle workload. Prioritizing daily tasks is key to
successful time management. When prioritize, employee can accomplish his goals easily.
Prioritizing helps employee to reduce the level of stress and he can achieve whatever he want.
11. What do you think are the main causes of stress at workplace? (Tick as many as
applicable)
Points
Over workload
Conflicts at workplace
Job insecurity
Lack of career progression
Unrecognised Performance
Salary Package
Total
Responses
25
20
03
02
00
00
50
Percentage
50
40
06
04
00
00
100
Page 85
Responses
Job insecurity; 6% Lack of career progression; 4%
Over workload ; 50%

Conflicts at workplace ; 40%
Analysis: Majority of the respondents are agreed that conflicts are at work place are the
causes of stress, 40% of the respondents are agreed that job security is the main cause of the
stress at work place and only 3 % and 2% of the respondents are said that lack of career
progression and unrecognised performance are the cause of stress at workplace.
Interpretation : from the above analysis it can be interpreted that ,Interpersonal conflict in
an organization results in increased stress levels for almost everyone who comes in contact
with it, whether or not they are directly involved. As stress levels among workers increase,
absenteeism rises and productivity suffers. And, not surprisingly, workers dealing with the
effects of stress are more likely to fuel existing conflict, since their ability to objectively deal
with emotionally charged situations diminishes. To add to the complexity, even intense
conflict may become so ingrained in the procedures and daily interactions of an organization
that it may blend into the background, so that the steps to remedy the situation may not be
obvious amidst the negativity.
This cyclical nature of conflict and stress not only affects the mind, it also affects the body
and contributes to injury rates. It is widely understood that putting the body under prolonged
or chronic stress can lead to illnesses such as heart disease and ulcers. But the combination of
conflict and long-term stress can also put the body at risk of injury. People are also less able
to focus on the mechanics of their tasks, and make mistakes that cause injuries. This has
prompted many organizations to look at "mind-body" programs as a comprehensive way to
prevent and manage conflict, stress and injury.
Page 86
12. What do you think are the main causes for stress at personal? ( Tick as many as
applicable)
Points
Family Problem
Health Problem
Bad Habits
Inter-Personal Skills
Financial Problems
Total
Responses
01
35
06
05
03
50
Percentage
02
70
12
10
06
100
Responses
Financial Problems; 6% Family Problem
; 2%
Inter-Personal Skills ; 10%

Bad Habits ; 12%
Health Problem; 70%
Analysis: Majority of the respondents are agreed that conflicts are at work place are the
causes of stress, 40% of the respondents are agreed that job security is the main cause of the
stress at work place and only 3 % and 2% of the respondents are said that lack of career
progression and unrecognised performance are the cause of stress at workplace.
Interpretation: the above analysis idealised that Stress is actually a normal part of life. At
times, it serves a useful purpose. Stress can motivate to get that promotion at work, or run the
last mile of a marathon. But if don't get a handle on stress and it becomes long-term, it can
seriously interfere with job, family life, and health.
Everyone has different stress triggers. Work stress tops the list, according to surveys. Forty
percent of U.S. workers admit to experiencing office stress, and one-quarter say work is the
Page 87

biggest source of stress in their lives. Causes of work stress include: Having a heavy
workload or too much responsibility, Working long hours, Having poor management, unclear
expectations of your work, or no say in the decision-making process, Working under
dangerous conditions, Being insecure about your chance for advancement or risk of
termination, Having to give speeches in front of colleagues, Facing discrimination or
harassment at work, especially if your company isn't supportive, Life stresses can also have a
big impact. Examples of life stresses are: The death of a loved one, Divorce etc.
13. Do you feel time pressure creates stress at workplace?
Points
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
Responses
02
30
15
03
00
50
Percentage
06
60
30
06
00
100
Responses
Disagree
; 6% Strongly agree; 4%
Neutral ; 30%
Agree ; 60%
Analysis: 6% of the employees are strongly agree that time a pressure creates stress Majority
of the respondents (60%) are agreed that time pressure creates stress, 30% of the respondents
are stayed away from this study and only 06 % of the respondents are disagree that time
pressure does not create stress.
Interpretation: from the above analysis I can say that Globalisation and incredibly competitive
world have profoundly changed businesses organisation. The quest for more productivity and
performance is never ending leading to regular internal restructuring and upgrade to new
technologies. Time hasnt extended, still have exactly the same amount of time that had before but
the load and density of the work is much greater.
Page 88

The pressure for an employee rises as he is required to demonstrate strong adaptation skills,
multi-tasking and delivering quality work quickly. It goes further as he may be required to be
available in the evenings and over the weekend. Globalisation has generally had a positive impact,
improving working conditions and business performance and productivity but it has not been without
weakening peoples health and wellbeing.
Change often happens quickly in businesses without
giving the employees sufficient time to prepare for that change or knowledge to adapt quickly to their
new situations. The acceleration of the pace of work and increase in workload creates tension, which
can bring about psychosocial risks such as an increase in musculoskeletal disorders and high levels of
stress. An employee is faced with a demand to increase effectiveness, availability and flexibility, and
ends up feeling overwhelmed, out of his depth and eventually loses his self-confidence, self-esteem
and motivation.
14. Do you think physical environmental problem in the workplace cause stress?
Strongly Agree Somewhat
Disagree Strongly
agree
agree
agree
Temperature
10
20
15
05
50
percentage
20%
40%
30%
10%
100%
Dust
00
00
00
00
50
percentage
00%
00%
00%
00%
100%
Infrastructure
00
00
00
00
50
percentage
00%
00%
00%
00%
00%
Lack Of Privacy
10
20
10
10
50
percentage
00%
00%
00%
00%
00%
Noise Level
35
00
00
15
50
75%
00%
00%
30%
100%
50
40
30
Strongly agree
Agree
20
Somewhat agree
10
Disagree
0
1
Strongly agree
2
Page 89

Analysis: most of the of the respondents are agreed that temperature, lack of privacy noise
levels are increase the stress level in the organisation and most of the respondents said that
infrastructure and dust are not increase the or cause to the stress in the organization.
Interpretation: from the above analysis it can be interpret that the factors causing to the
stress are impact negatively on the performance of the employees, stress causing factors are
reduces the zeal power of the employees , company as to take some remedial measures.
15. Please answer YES or NO to the following: What type of emotional or psychological
imbalance you experience in workplace and personal, when you are in stress?
Points
Anger
Exhausted
Hypertension
Headache
Missed deadlines
Total
Responses
30
10
00
10
00
50
Percentage
60%
20%
00%
20%
00%
100
emotional experience
Headache ; 20%
Exhausted
; 20%
Anger
; 60%
Analysis: 60 % of the respondents are said yes that they experienced anger in work place
20% are experienced exhausted and 20% are headache and they said yes that the they are not
experienced hypertension and missed deadlines.
Page 90

Interpretation: from the above analysis it can be interpret that employees are experienced
anger, exhausted and headaches while working in the organisation , these are casue to stress
and may affects the performance level of the employees and finally this reduce the
organisational effeicencey.
16. What is your opinion on stress management program followed in your organization
Organisation is striving to reduce the stress level in the organisation by taking some
measures viz conduct some activities , organising some programmes and trips and training
programmes to reduce the stress, but these are not enough to reduce stresses
of the
employees
Stress can come from any situation or thought that makes you feel frustrated, angry, or
anxious. Everyone sees situations differently and has different coping skills. For this reason,
no two people will respond exactly the same way to a given situation. Additionally, not all
situations that are labelled stressful are negative. The birth of a child, being promoted at
work, or moving to a new home may not be perceived as threatening. However, we may feel
that situations are stressful because we dont feel fully prepared to deal with them.
Do you think that Job Burnout Workshop reduces stress?
Points
Never
Rarely
Sometimes
Often
Always
Total
Responses
10
30
08
02
00
50
Percentage
20
60
16
04
00
100
Page 91
Responses
Often ; 4%
Sometimes
Never
; 16%
; 20%
Rarely ; 60%
Analysis: Most of the respondents 60% are said that job burnout techniques are rarely reduce
the stress level, 16% agreed that sometimes and 20% said job burnouts never reduces the
stress.
Interpretation. The above analysis says that job burnout techniques are reduces stress, A
burnout prevention program helps employees understand job related burnout, identify the
causes and signs of employee burnout and teach them successful methods and strategies to
cope with this serious problem.
Page 92

17. Do you feel that Training in relaxation techniques reduces stress?
Points
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
Total
Responses
06
25
16
02
0%
50
Percentage
12
50
32
04
00
100
Responses
Disagree
; 4%
Strongly agree; 12%
Neutral ; 33%
Agree ; 51%
Analysis: majority of the respondents 60% are agreed that relaxation training reduces then
stress, 12% of the respondents are strongly agreed that training helps to reduce the stress and
32% of the respondents are stayed away from the research, only 04% of the respondents are
disagreed.
Interpretation : The above analysis clears that relaxation training reduces the stress and
it is one of the main tool to manage the stress effectively.
18. Among the following stress reducing activities, which of them do you think will be more
effective at personal? ( tick as many as applicable)
Page 93

Points
Response
Percentage
Physical exercise
s
01
02
Yoga
32
64
Listening music
14
28
Spending time with family
03
06
Consuming alcohol in
00
00
moderate
Total
50
100
Responses
Physical
Spending
timeexercise
with family
; 2%
; 6%
Listening music
; 28%
Yoga
; 64%
Analysis: 64% of the respondent are said that yoga reduces the stress and it helps feel
them happy, 28%
said that listening music reduce the stress and 6% of the
respondents are agreed that spending time with family members reduces the stress
only 2% of the respondents said that physical exercise reduce the stress.
Interpretation: From the above analysis I can say that yoga and other technique viz,
Listening music and spending time with family members reduce the stress and make
them feel better, this root to employee productivity and increase the efficiency and
effectiveness at work place.
Page 94

19. What do you think the employer can do to reduce stress among the employees? Please
rank them according to your preference.
points
Employee counselling
Effective Training and Development
program
Health clubs
Financial motivation
Job rotation
Outdoor picnics
Transport facility
Total
Responses
05
30
Percentage
10
60
10
20
1
1
3
50
2
2
6
100
Responses
Job rotation; 2% Outdoor picnics; 6% Employee counseling; 10%

Financial motivation; 2%
Health clubs; 20%
Effective Training and Development program; 60%
Analysis: 60% of the respondents are suggested that the Effective Training and
Development programs reduce the stress, they said the training programmes enhances skills
of the employees so that they can work effectively and they can reach the targets and goals.
20% of the employees are suggested employer to start health clubs, and 6% said transports
facility and only 2% of the employees suggested job rotation and out door picnics
respectively.
Page 95
Chapter- 4
Summary of Findings
Page 96

Summary of Findings
1. Stress management is very useful tool to measure the organizational performance.
2. The focus of the organizations is now on human capital and its effective alignment
with the overall strategy of organisations
3. Companies are required to look at all aspects of Human Resource architecture to find
out the Human Resources influence on the overall strategy of the company.
4. Companies face challenges in aligning the Human Resource with the overall strategy
of the company
5. To face these challenges, Stress management is used to align Human Resource
functions, activity and investment with the overall business strategy.
6. Stress management not only focus on the financial measures and but also on the nonfinancial measures to measure the organizational performance.
7. To align the Human Resource with the overall strategy of the company, seven step
model is used which is formulated on the basis of the Balanced Scorecard.
8. To implement the Stress management successfully to human resource: The objectives
that are to be achieved must be well defined and communicated to all the parties
involved in the attainment of the same. The attainment of the strategy is possible by
having a well drafted strategy map which contains a set of objectives that must be
arrived at to attain the overall objectives of the company. A badly designed strategy
map results in a confusing scorecard.
Page 97
Chapter- 5
Suggestions and Conclusions
Page 98
Suggestions
When an individual occupies more than 1 role there are bound to be conflicts between
the different roles that he occupies. Such inter-role conflicts are quite frequent in a
modern society, where an individual is increasingly occupying multiple roles in
various organizations and groups. So the organization should throw a light on their
employees social aspects. The organization should improve the facilities for leisure
and recreation; fact of people doing things for enjoyment, when they are not working.
The organization should arrange programs for entertainment. Also a place for
relaxation. Create a place for indoor games like carom, table tennis etc
As the individual grows older, he also grows in the role that he occupies in an
organization of the individual that the role changes, and with this change in role, the
need for taking up a new role becomes crucial. In order to be promoted the nit
managers have to reach certain targets set to them. Reaching these targets sometimes
becomes very difficult. This is bound to produce stress. Thus the organization should
have a systematic strategy of manpower development.
When there are conflicting expectations or demands by different role senders, the role
occupant may experience this stress. But most of the employees are able to satisfy the
demands of the various peer level people.
But some employees are not able to satisfy the expectations from the boss,
subordinates, peers or clients. The organization should provide the employees with
full information about the products so that they are able to satisfy the peers or clients.
A role occupant may feel that the functions, which he would like to perform, are
being performed by some other role. The stress felt may be called role erosion. Some
important role expectations of the employee are shared by other roles within the role
set. So the organization should give a chance to employees who are willing to take
more responsibilities to enhance their performance. And thus provide training,
guidance and assistance to the employees
When the role occupant feels that there are too many expectations from the
significant others in his role set, he experiences role overload. Some employees feel
that they cannot possibly finish the work within the time limit. The employees should
Page 99

be given sufficient time to complete the work since it is an insurance industry, getting
the policies is quite difficult
When a role occupant feels that he is not prepared to undertake the role effectively,
he may experience this stress. Almost all the employees wish to acquire more skills
because the organization is launching new products in the market for the clients and
so the employees should possess enough knowledge, skills, training about the product
because without enough preparation or orientation they are likely to experience this
type of stress
So the organization should prepare the employees for the assigned new role.
This stress arises out of the conflict between the self-concept and the expectations
from the role, as perceived by the role occupant. Such conflicts are common, although
they may not be so severe. Some employees are willing to do things different from
what they do now. So the organization should support such employees so that they can
generate good business, which in turn will benefit the employees and also the
organization.
Resource Inadequacy stress is experienced when the resources required by the role
occupant for performing the role effectively are not available, such as information,
people, materials, finance or other facilities. The unit managers have to recruit 25
advisors to generate business from them. For this purpose they have to go for
fieldwork and hunt for them. So in this process they have to spend the money in
looking out for the efficient people. So the company so provides financial resources
and transportation facilities to the employees. This will reduce the stress of the
employees and thus they will be able to perform they role effectively with the
availability of adequate resources.
Page 100
Conclusion
Stress can have consequences far beyond temporary feelings of pressure. While you
cant avoid stress, you can learn to manage it and develop skills to cope with the events or
situations you find stressful. By learning to cope with stress, and by recognizing the
symptoms of depression and the warning signs of suicide, youll be better prepared to help
not only yourself, but also friends, fellow students,. Stress is a normal part of life. In small
quantities, stress is good; it can motivate you and help you become more productive.
However, too much stress, or a strong response to stress can be harmful. How we perceive a
stress provoking event and how we react to it determines its impact on our health. We may be
motivated and invigorated by the events in our lives, or we may see some as stressful and
respond in a manner that may have a negative effect on our physical, mental, and social wellbeing. If we always respond in a negative way, our health and happiness may suffer. By
understanding ourselves and our reaction to stress-provoking situations, we can learn to
handle stress more effectively. In the most accurate meaning, stress management is not about
learning how to avoid or escape the pressures and turbulence of modern living; it is about
learning to appreciate how the body reacts to these pressures, and about learning how to
develop skills which enhance the bodys adjustment. To learn stress management is to learn
about the mind-body connection and to the degree to which we can control our health in a
positive sense.
It's important to figure out what causes stress for you. Everyone feels and responds to stress
differently. Tracking your stress may help. Get a notebook, and write down when something
makes you feel stressed. Then write how you reacted and what you did to deal with the stress.
Tracking your stress can help you find out what is causing your stress and how much stress
you feel. Then you can take steps to reduce the stress or handle it better.
Page 101
Bibliography
References
Books and journals ..

Articles ..
Websites ..
3rd Brigade, 25 Infantry Division (L). May 2005. Operation Enduring Freedom:
Afghan Leader Book, April 2004May 2005. Retrieved 5 August 2005 from
http://rotc.blackboard.com/courses/1/CCR/content/_488714_1/Operation_Enduring_
Freedom_Leader_ Book_Apr_04___May_05.pdf Ayala, S.

(OctoberNovember 2002). Stress. Health Tips from Army Medicine. Madigan Army
Medical
Center,
Fort
Lewis,
WA.
Retrieved
13
June
2008
from
http://www.armymedicine.army.mil/hc/healthtips/08/stress.cfm
National Institute of Mental Health. (2003). In Harms Way: Suicide in America.
Retrieved 11 June 2008 from http://www.nimh.nih.gov/publicat/harmsway.cfm
National Institute of Mental Health. (2004). What do these students have in common?
Retrieved 10 August 2005 from www.nimh.nih.gov/publicat/students.cfm National
Mental Health Association. (2005). Finding Hope and Help: College Student and
Depression
Pilot
Initiative.
Retrieved
11
August
2005
from
http://www.nmha.org/camh/college/index.cfm Pawelek, J., & Jeanise, S. (March
2004).
Mental Health Myths. Health Tips from Army Medicine. Retrieved 13 June 2008
from http://www.armymedicine.army.mil/hc/healthtips/13/200403mhmyths.cfm Vitt,
A., & Calohan, J. (AprilMay 2002).

Suicide Warning Signs. Health Tips from Army Medicine. Retrieved 13 June 2008
from http://www.armymedicine.army.mil/hc/healthtips/08/suicidewarning.cfm
Appendix
Page 102

Below is the Questionnaire used for the study.
STRESS MANAGEMENT INITIATIVES AT MULTILINK

Respected Sir/Madam
I Ahmad Idris Noori final year MBA, student from BIMS As partial fulfilment of the
requirements for the completion of MBA degree; I have undertaken a project titled, Stress
Management Initiatives at MULTILINK, so I request you to spare some time and opinion by
providing the answers for the following questions and this will be used for academic purpose.
Thanking you
Yours Sincerely,
Ahmad Idris Noori
Personal Details
1. Gender
Male
Female
2. Age
2030
31-40
41-50
Above 50
3. Marital Status
Married
Single
4. Designation or Grade
5. Department
6. Experience
0-5 yrs
7. Salary:
5000-10000
6-10 yrs
10000-20000
11-15 yrs
20000-30000
16-20 yrs
30000-40000
Above 20 yrs
40000-50000
1. Do you feel stressed at work?

Never
Page 103

Rarely
Some times
Often
Always
2. Do you notice any negative changes in your behavioral pattern when you are
under pressure?
Never
Rarely
Sometimes
Often
Always
3. Does stress affect your performance?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
4. Are you experiencing, or have you experienced any of these
stress symptoms in the last year?
Symptoms /scales
i. Headaches/migraine
j. Aches and pains
k. High blood pressure
l. Poor sleep patterns
m. Skin Rashes
n. Indigestion
o. Stomach ulcers
p. Asthma
q. Anxiety
r. Depression
s. Heart disease
Always Often
Some times Rarely Never
5. While working do you ever feel:

6.
Strongly
agree
Agree
a. Irritated
b. Angry
c. Frustrated
d. Helpless
e. Anxious
f. Depressed
g. Unable to concentrate
Somewhat
agree
Disagree Strongly
agree
H
a
v
e
Page 104

you taken leave in the past 12 months due to work related
stress? If Yes, for how long?
One day
Two days
One week
Two weeks
Longer
7. Please estimate the average number of hours per week that
you work (both on and off site) during term time.
30 35
36- - 40
41 453
46 50
51+
8. Please indicate how, if at all, your total workload has
changed over the last five years, and last two years
5 years
2 years
Workload has drastically increased

Workload has increased reasonably
Workload has increased marginally
Remained the same
Workload decreased
9. If your workload has increased, please indicate below the

approximate extent by which it has changed.
Over 5 years
Over 2 years
A. about a quarter
B. about a half
Page 105

C. about three quarters
D. about double
E. more than double
10.
How do you handle an excessive workload?
Support from superiors
Prioritize Work
Tackle Workload
Frustrated
Get Help from co workers
11.
What do you think are the main causes of stress at
workplace? (Tick as many as applicable)

Over workload
Conflicts at workplace
Job insecurity
Lack of career progressions
Unrecognized performance
Salary package
12.
What do you think are the main causes for stress at the
personallevel ? ( Tick as many as applicable)

Family Problem
Health Problem
Bad Habits
Inter-Personal Skills
Financial Problems
Locational disadvantages
If others specify__________________________________________
Page 106

13.
Timepressure creates stress at workplace, what is your
opinion
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
14.
What is your reaction to the physical environmental problem in the
workplace causing stress?
Factors /rating
scale
Temperature
Dust
Infrastructure
Lack Of Privacy
Noise Level
Strongly
agree
Agree Somewhat Disagree

agree
Strongly
agree
15. Please answer YES or NO to the following: What type of emotional or

psychological imbalance do you experience in workplace when you are in stress?
Yes
No
a) Anger
b) Exhausted
c) Hypertension
d) Headache
e) Missed deadlines
16. What is your opinion on stress management program followed in your
organization?
17. Do you think that Job Burnout Workshop reduces stress?

Never
Rarely
Sometimes
Often
Page 107

Always
18. Do you feel that Training as a relaxation technique reduces stress?
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
19. Among the following stress reducing activities, which of them do you think will
be more effective at the personal level ( tick as many as applicable)
Physical exercise
Yoga
Listening music
Spending time with family
Consuming alcohol in moderate
20.
What do you think the employer can do to reduce stress among the
employees? Please rank them according to your preference. ( 1- Most Preferable 5least preferable)
Employee counseling
Effective Training and Development program
Health clubs
Financial motivation
Job rotation
Outdoor picnics
Transport subsidy
21.
. Which of the following means for managing stress
does your employer offer? Please mark all that apply.

Employee Assistance Program
On-Site/Assistance with Child Care
Assigned Parking
Employee Empowerment Programs
Educational Assistance/Reimbursement
Tea/coffee Breaks
Wellness Program/On-Site
Page 108

Fitness Facility
Financial Counseling
Access for Disabled
Seminars/Classes Training Programs
Feasibility of work
The Effects of Stress
Crches
Maintenance
22.
How do you react to the organizational climate factors
listed below?
5 = Strongly Agree
4 = Agree
3= Neutral
2= Disagree
1= Strongly Disagree
Rating points
a) Proper transportation facility is provided
b) You are recognized well in your organization
c) You are motivated through both monetary and non-monetary factors
d) Various recreational facilities like games, sports, competitions are
e)
f)
g)
h)
i)
j)
k)
l)
m)
n)
available in your organization

Your performance is recognized and it is awarded periodically
You are given the opportunities to develop your career path
You are trusted to do your job
You are provided with adequate facilities to do your job
You are very well informed about your role and duties to do your job
You feel secure with this job you perform
You do your job with your own interest
The working hours of the job is perfect
I learn and develop my competencies by doing my job
I have a good relationship between my team members
o) My superior / manager supports me to improve my skills

p) My superior/manager appreciates me in good performance
q) My team members co-operates very well with me
r) There is also an informal relationship between my team members
Page 109
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Stress Management Initiatives at Multilink

[B N Bahdur Institute of Management Science]

Stress Management Initiatives at Multilink

Significance of stress Management Initiatives

[B N Bahdur Institute of Management Science]

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

[B N Bahdur Institute of Management Science]

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

Determine what causes stress in your life.

Steps on Stress Management

Stress Management Initiatives at Multilink

Benefits of Stress Management

[B N Bahdur Institute of Management Science]

Stress Management Initiatives at Multilink

Statement of the problem

[B N Bahdur Institute of Management Science]

Stress Management Initiatives at Multilink

Find out what is causing stress in your life.

Look for ways to reduce the amount of stress in your life.

How do you measure your stress level?

[B N Bahdur Institute of Management Science]

Stress Management Initiatives at Multilink

Objectives of the study

To assess Current stress level of employees at MULTILINK.

[B N Bahdur Institute of Management Science]

Stress Management Initiatives at Multilink

[B N Bahdur Institute of Management Science]

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

LIMITATION OF THE STUDY

The research study is limited to a small size.

[B N Bahdur Institute of Management Science]

Stress Management Initiatives at Multilink

conclusions of this study may not be applicable to other organizations.

Stress Management Initiatives at Multilink

[B N Bahdur Institute of Management Science]

Stress Management Initiatives at Multilink

[B N Bahdur Institute of Management Science]

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

[B N Bahdur Institute of Management Science]

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

[B N Bahdur Institute of Management Science]

Stress Management Initiatives at Multilink

[B N Bahdur Institute of Management Science]

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

[B N Bahdur Institute of Management Science]

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

Stress Management Initiatives at Multilink

Sources of stress and their measurement