"A PROJECT REPORT ON

OCCUPATIONAL STRESS AMONG

EMPLOYEES WITH REFERENCE TO

KERALA LAKSHMI MILL, THRISSUR

Submitted to School of Distant Education

UNIVERSITY OF CALICUT

As a part of the partial fulfillment of The

Requirement for the Award of the Degree of

BACHELOR OF

ARTS BY

LAKSHMI P R

School of DistantOF
UNIVERSITY Education
CALICUT

2015-2018

Reg.no-STAPAEC040

Enroll no-1584749
 DECLARATION

I, LAKSHMI P R student of BA Course (Economics), School of distant

education, Calicut University do here by declare that the project report titled
"OCCUPATIONAL STRESS AMONG EMPLOYEES WITH REFERENCE
TO KERALA LAKSHMI MILL, THRISSUR" has
IMIPR

submitted in partial fulfillment for the award of degree Bachelor of Arts

Programme. This is my original work not submitted for the
award of any other degree, diploma or fellowship under similar
title to any other University.
Place: Thrissur

Date: March2018
ACKNOWLEDGEMENT

I have immense pleasure in acknowledging my heartfelt gratitude to

principal and teachers of Sakthan Thamburan College, Thrissur for their sound
advice and whole hearted support.
LAKSHMI P R STAPAEC040

I thank the almighty God for helping me to fulfill this

project successfully. I also extend my gratitude to parents
and family for their and motivation,
o
r
r
1

o
o
r
o CONTENTS
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SL.NO DESCRIPTION PAGE NO.
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o
1. 1-7
ri INTRODUCTION

2. OVERVIEW 8-14
(
<

3. DATA ANALYSIS 15-20

(c AND
INTERPRETATION

O
(...' 4. FINDINGS, 21-24
SUGGESTION AND
CONCLUSION
0
o
1

BIBLIOGRAPHY
1

APPENDIX
1

L •
(,
 LIST OF TABLE

SL NO TITILE PAGE
NO
2.1 Working Time n

2.1 Different Stages In 12

Manufacturing Process
3.1 Participation In Decision 15

Making
3.2 Supervisors Confidence And 17

Trust In Workers
3.3 Employees Cooperation In 18

Work
3.4 Training given to workers 19

3.5 Satisfaction With Working 20

Environment
LIST OF FIGURE

SL NO TITILE
PAGE
NO
3.1 Participation In Decision 15

Making
3.2 Supervisors Confidence And 17

Trust In Workers
3.3 Employees Cooperation In 18
 Work
3.4 Training given to workers 19

3.5 Satisfaction With Working 20

Environment
 CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION

>A Good relationship helps to avoid disputes between employer and employees and help
to create co-operation partnership and mutual understanding. The growth of organization
mainly depends on the employer and the employees, f

The employer-employee relationship is created when the job seeker agrees to work
or perform services for the employer. The conduct of the parties or the completed
employment contract adds to the relationship, employer has a

Employee constitutes the most valuable asset of any organization. Any disregard of this
important factor is likely to result an increase of cost of production, in terms of wages and
salaries, benefits and services indiscipline and leaves, working conditions, increased labor
turnover, absenteeism, and walkouts. Beside large profit and goodwill, contented labor
force would bring outstanding success for the enterprise. Therefore, the maintenance of a
good relationship is an important factor in an organizations

duty to pay for the work performed and also to provide a safe and healthful workplace. It
is also required to make contributions for workers compensation, and not to divulge any
confidential or medical information in the employee personnel file. It should comply with
federal state and local laws, covering aspect of the employment contract. An employee has
a duty to follow his or her

7
 employer's instruction. Work diligently, be loyal and perform work only for the
employer during hours of employment.

\____
1.2 STATEMENT OF THE PROBLEM

The personal management is concerned with organizing human resource in such

a way to get the maximum output to the enterprise and to develop the talent of
people at work to the fullest satisfaction. Stress has become a major concern of
modern times as it cause harm to employee's health and performance. Stress
among employees affect organization leads to low turnover, lost customers
because of poor worker attitudes, increased alienation of the worker from the job
and even destructive and aggressive behaviors resulting in strikes and sabotage.

The research is being done in order to get proper solutions to these problems. The
research problems thus formulated as follows:

What are the factors causing occupational stress and the measures adopted
by the employees themselves and the management to reduce stress?

1.3 SCOPE OF STUDY

The scope of study consists of data collections form the employees of Kerala
Lakshmi through the questionnaire. This helps to motivate employees and to
know the benefits they are getting and study also covered the suggestion given by
the employees to motivate them 50 terminal employees were taken for the study.
1.4 OBJECTIVE OF THE STUDY

•1 To study the relationship between employee- employer

•2 To suggest measures for improving employee-employer

relationship

1.5 RESEARCH METHODOLOGY

Research is the process through which the research attempt to systematically and
with the support of data to answer a question, the resolution of a problem, or a
greater understanding of a phenomenon. It is a way to systematically solve the
research problem which deals with the objective of research study, the method of
defining the problem, the type of hypothesis formulated the type of the data
collected, method used for data analysis the data. The project entitled with a specific
topic "Occupational Stress among Employees". Both the primary and secondary
data are made use of for the study, primary data's were collected from direct
interview with the administrative authority and from staff in the form questionnaire.
Secondary data were collected from journals, websites, books, and firm's records.

SOURCES OF DATA COLLECTION

Data collection is the process of gathering and measuring information on variables

of interesting an established systematic fashion that enables one to answer stated
research questions and evaluate outcomes. In this project data are mainly collected
from both primary and secondary source.
SECONDARY SOURCE

The secondary data is mainly consisting of data and information collected from
records, company websites and also discussion with management of the
organization. Secondary data was also collected through journals, magazines and
books.

PRIMARY SOURCES

The primary data are original data which are collected for the first time for a
specific purpose. For this study questionnaire method and interview with the
respondent are used for collecting primary data.

1.6 TOOLS OF STUDY

Data analysis tools such as Correlation, Bar diagram, Pie diagrams, Charts.

1.7 LIMITATIONS OF THE STUDY

1. An in-depth study is not possible because of time limitations.

2. There is the possibility of ambiguous replies for certain questions in the
questionnaire.
3. Limitations of the questionnaire method have turned out to be the limitation
of the study.

1.7 SIGNIFICANCE OF THE STUDY

The significance of study consists of data collection from the employees' of Kerala
Lakshmi Mills through the questionnaire. This helps to motivate employees and to
know the benefits they are getting and study also covered the suggestion given by
the employees to motivate them 50 terminal employees were taken for the study.
1.8 REVIEW OF LITERATURE -----

The available literature can be divided into two, empirical and conceptual. The
empirical literature contains studies made earlier. Conceptual literature is one which
deals with concept and theories.

EMPIRICAL LITERATURE

4. A study on 'Industrial Revolution' done by Ramsey Antony at Kerala

Lakshmi Mills during the year 2005-2006 reveals that Kerala Lakshmi Mills
maintains a good industrial relation.
5. Keith Abbott in his study "Management style, Organizational size and
Employment Relations" concludes that Employment relations occur in
organizations that are
6. To attach the attention of trade unions and / or are sufficiently profitable to
run sophisticated labor Management programs.
7. K. Mallikarjunan in his study "Employee engagement Emotional Bond
between employer and employee" says, a result that is achieved by
stimulating employee's enthusiasm for their work and directing it towards
organizational success is achieved only when employers offer an implicit
contract to their employees that elicits specific, positive behavior aligned
with the organization goals.
8. Dr. Surendra Singh and Dr. Kitchlu "in their study, says" relationship
which are created as a result of interaction among different types of

people associated with industrial organizations at different level-at level of

industrial organizations; at the level of government; at the level of consumers of
goods produced; and at the level of society at large are known in production". 6.
A study on "Personnel Management" done by Salini. T.S. at KSE Ltd.
 Irinjalakuda during the year2001-2002 reveals that the company is giving much
importance to the labour management and labour-labour relationship.

CONCEPTUAL LITERATURE
INDUSTRIAL RELATIONS
INTRODUCTION

The term Industrial relation refers to relationship between management and labour
or among employees organization that characterize or grow out of employment.
Theoretically speaking, there are two parties in employment relationship-labourers
and Management. Both parties need to work in a spirit of cooperation, adjustment
and accommodation.

MEANING

The concept of industrial relationship between employees and management in the

day to day working of an industry. But the concept has a wide meaning. When taken
in the wider sense, Industry relation is a "set of functional inter dependence
involving historical, economical, psychological, demographical, technological,
occupational, political and legal variables.

DEFINITION

According to Dale Yoder, the term Industrial relations refer to the whole field
relationship among people, human relationships that exist because of the necessary
collaboration of men and women in the employment process of modern Industry.

OBJECTIVES OF INDUSTRIAL RELATIONS

The main objectives of industrial relations are as follows:

9. To develop and maintain harmonious relation between management and

labourers which is essential for higher productivity of labour and industrial
progress in the country.

14
10. To enhance the economic status of the worker.
11. To regulate the production by minimizing Industrial conflicts through state
control.
12. To socialize industries by making the government as an employer.
13. To provide an opportunity to the workers to participate in the management
and decision making.
14. To improve workers strength with a view to solve their problems through
mutual negotiations and consultation with the management.
15. To encourage and develop trade unions on order to improve the workers
collective strength.
16. To avoid industrial conflicts and their consequence.
17. To extend and maintain Industrial democracy.

OVERVIEW
CHAPTER 2 St

<zLuf\jn z. 2.1 ORGANIZATION PROFILE

"KERALA LAKSHMI MILL" is situated at Pullazhi in Thrissur district Kerala.

The mill was promoted by late Sri. Karimuthu Thyagaraja Chattier and it was
incorporated in 1960. The production commenced in 1963 with an installed capacity
of 2400 spindles. The mill was in financial trouble for quite some time and this lead
to take over the management of mill in 1972. After nationalization consequent the
implementation of modernization and expansion scheme the installed capacity was
raised to 41328 spindles by 1985.

At present the mill is having an installed and commissioned capacity of 41328

spindles. Presently the mill is manufacturing blended yarn in the following counts
such as 45PV, 60PC, 62PC. The main raw material polyester, fiber is produced M/s
Reliance Industry Ltd, M/s Indo Rama Synthesis (1) Ltd and viscose staple fiber for
45Pv is supplied by M/S Garasim Industries Ltd, Coimbatore. The raw material
cotton is mainly from corporation of Indian.

The mill shall holding of Rs.l 14.46 lakhs is contributed by the subsidiary
corporation NTC by way of equity share capital. The chief executive of the mill is
the general manger who with this team of officers looks after the management of the
mill working under the guidelines and supervision of the head office. The mill is
working 24hrs as day with 7 days working in a week.

The management and administration of Kerala Lakshmi Mills is vested in NTC

Ltd, Bangalore is the head office of mills. The holding company of the mill and
its head office is NTC Ltd, New Delhi.

LOCATION

The mill is situated at Pullazhi about 5km from Thrissur town.

REGISTERED OFFICE

National textile corporation Ltd, third floor, nanjappa, mansion, 29/K.H road,
shanthinagar, Bangalore-560027.

MISSION

Every firm has its own mission. The mission is to provide employment
opportunity to the people in this time the unemployed is a crucial problem and
the count of the unemployed people is gigantic. The Kerala Lakshmi mill is
trying to reduce the unemployment opportunities to the people and till the
present they are successful in their mission.

16
 The Kerala Lakshmi Mill's ultimate aim or vision is to produce yarn at a lower
cost. In the present world every one acts, for earning high profits. They do not
give much importance to quality and quantity. But the Kerala Lakshmi Mills
Pullazhi's main vision is to produce yarn at a lower cost and have adequate
quantity and good quality according to the predetermined level.
CAPACITY

The licensed capacity is 41,250 spindles. The installed and commissioned capacity
of the mill is 41328 spindles.

^SHARE CAPITAL

The authorized share capital of the company is 50 lakhs divided into 5000 equity
shares of Rs.100 each. The mills shareholding Rs.l 14.46 lakhs is contributed by the
subsidiary corporation to NTC by way of equity share
capital. A

18
DEPARTMENTS

There are mainly four departments in the mill. They are;

•3 Personal department.
•4 Finance and accounts department.
•5 Statistical auditing control department.
•6 Production departments.

19
rO

rr
r
r
oc
c WORKING TIME
(
There are four shifts for working in the mill;
ooo

Table 2.1: Working Time

o First sift 6.30 am to 2.30 pm
Second shift 2.30 am to 10 pm
Third shift 10.00 pm to 6.30am
General shift 6.30 am to 3.30 pm
I \

MANUFACTURING PROCESS

The Kerala Lakshmi mills, a unit of national Textile Corporation

(Andhra Pradesh, Karnataka) Ltd are spinning mill. The company is
engaged only in the production of yarn products. Cotton is the raw
material for the production of yarn. The mill has no authority to
purchase the required raw material for the production and its power as
it is in the control of NTC Ltd, Bangalore its head office. The required
raw material is supplied by NTC and through its agent or by its
deposit keepers also make the sales. Cotton purchase may be in either
Borah or bale form.

li
DIFFERENT STAGES IN MANUFACTURING PROCESS

Table 2.2 : DIFFERENT STAGES IN MANUFACTURING PROCESS

First stage
Mixing and blow room process
Second stage Carding
Third stage
Drawing or draw frame process
Fourth stage Simplex or fly frame process
Fifth stage Spinning/ring process
Sixth stage Winding process
Seventh stage Packing
Eighth stage Sale

2.2 INDUSTRY PROFILE X

Cotton is the most widely produced textile fabric today. It is believed that
India was the first country to manufacture cotton.

Among the finds at Mohenjo-Daro are a few scarps of cotton sticking to the
side of a silver vase. This at least shows that cotton must have been used in
India as far back as the 2nd millennium BC.
Historically painted clothes are known to have been sold in Egypt and some
parts of Europe long before the time of Alexander 300 (BC).

Cotton is soft fiber, probably the most important and truly a king fiber. The
cotton plaitynt, is scientifically known as Gosssypisum and it belongs to the
family of Malvaceae. These are nearly 20 different species of cotton plant.
All these grow in tropical and sub tropical regions, and those growing in
tropics are perennials while those in temperate regions annuals.

The quality of cotton depends upon the whiteness, the purity, the length, the
softness and regularity of the fiber, because of its white color and economic
importance cotton is known as white gold. The uses of cotton are for the
manufacture of apparels, household articles and for industrial uses and their
relative shar is represented as 40% and 20% respectively. The king fiber is
almost vital for the following products as shown by the list of variety cotton
products given in table.

The cotton textile industry has a pre-eminent position in the industrial

structure of every country as it caters to one of the basic necessities of
human life namely, clothing. Textile industry all over the world is now
spending money on the way to change and predict the change in moods with
respect to textile purchase.

2.3 THEORITICAL FRAMEWORK v

Nevertheless, there appears to be a consensus that employee relation

continues to be a critical area for HR to manage. Some respondents claimed
that large employees need representative structure in order to be able to
communicate effectively with their employees. Though not a universal
belief, research and evidence suggest that many larger employers in both the
public and private sector accept this and are concerned to maintain or, if
necessary, establish effective machinery for consulting employees. Within
the public sector, some respondents displayed a strong commitment to work
in partnership with their trade unions and this was reflected in both formal
and informal contacts and committee structures.

The general view was that organization needed to be capable of dealing

with employees on both an individual and representative basis. In terms of
what actually needs to be managed, the emphasis was not much pensions.
Many respondents also underlined the need to be able to anticipate as well
as respond to employment law. And finally, there was strong endorsement
from several respondents of the belief that the employee relation is about
seeing the 'big picture' and helping the organization to take appropriate
action. The most detailed and persuasive responses reflected a view that
effective employer relation practitioner were strong at storytelling and
making sense of situation: ensuring that organization told a consistent and
credible story. This could be seen as one interpretation of 'strategic HR'.

CHAPTER $ DATA ANALYSIS AND

INTERPRETATION ,1 WORKERS PARTICIPATION

IN DECISION MAKING

SI. No. Factors No of |l Percentage

respondents
1 More than 0
sufficient
2 Sufficient 0 0
 3 Not sufficient 8 16
4 Very little 36 72
5 Nil 6 12
Total 50 100

Fig3.1: Workers Participation In Decision Making

80 60 40
20

25
more., sufficie.. not.. very nill
little

26
Interpretation

Regarding workers participation in decision making 72% of

them responded that they do have a very little participation in the
decision making, 16% says that their participation is not sufficient and
12% says that they have no participation in decision making.

27
rr Fig3.2: Supervisors confidence and trust in workers

rrr
n o
n

O <
3.2 Supervisors confidence and trust in workers

O SI no. Factors No of Percentage

■

respondents
1 Very high 9 18
oI
2 High 35 70
3 Moderate 6 12
4 A little 0 0
5 Total 50 100

28
Interpretation

From the above figure majority of them says that their supervisors putting
high level of confidence and trust in their sub ordinates, about 18% says that they
receive high level of confidence and trust while 12% of them are of the opinion that
they are getting moderate level of trust and confidence.

29
 \_^3.3 Employees cooperation in work

SI Factors No. of Percentage

no respondents
1 Highly co-operative 16 32
2 Co-operative 31 62
3 Non co-operative 3 6
Total 50 100

Fig3.3: Employees cooperation in work

30
l Highly co-
operative i co-
operative non co-

operative

31
INTERPRETATION
Above figure evidently show that 32% of the respondents are of the opinion
that their supervisors are highly
Co-operative, 62% of them says that their supervisors are co-operative and
6% says that the superiors are not so Co-operative.

32
 3.4Training given to workers

SI no Factors No of Percentage
respondents
1 More than 12 24
sufficient
2 Sufficient 29 58
3 Not sufficient 9 18
Total 50 100

Fig3.4: 4 Training given to workers

33
30 25 20
15 10 5
0

more than
suffiient
sufficient

■
not sufficient
 Interpretation

Regarding training given to workers, 24% of them says that it is more than
sufficient, 58% says that they have got sufficient training and 18% says that they
did not get sufficient training.

35
 \JS 3.5 Satisfaction with working environment

SI no Factors No of Percentages
respondents
1 Yes 18 36
2 No 32 64
Total 50 100

Fig3.5: Satisfaction with working environment

Interpretation

The figure shows that 64% of the workers are not satisfied with their
working condition, while 36% of them are satisfied.
 CHAPTER ^ 5 FINDINGS, SUGGESTIONS AND

CONCLUSIONS

4.1 FINDINGS

The following are important finding of the study

18. Workers have frequent involvement I setting goal for them.

19. Workers have very little participation in decision making.

20. Superior has high confidence and trust in their subordinates.

21. Superiors are very co- operative to their workers.

22. Majority of the workers are not satisfied with their working condition

23. In some rare case there is inter-union rivalry existing in the

organization.

24. There is no intra-union rivalry.

25. Superior are promoting co-operating and team work among

workers.

37
 26. Managerial respondents say that they are getting good work
commitment from the employees.

10.The goal of the organization is realistic

The unfair labour practices are happening very rarely;

4.2 SUGGESTIONS

27. Workers have very little participation in decision making. Employer

should associate workers and unions in the formulation and
implementation of personnel policies and practices.

28. Majority of the workers are not satisfied with their working
conditions. The mangers should provide a good working environment
to the workers, that is, provide safety equipments, take measures to
reduce temperature in the factory etc. Otherwise there will be a
tendency for high absenteeism, labour turnover etc. which lead to
unhealthy relationships.
3. In some rare cases there is a inter-union-rivalry. Unions should be
responsible rather than adopting a political approach to industrial
relationship.

4. Employer as well as trade unions should have the ability and willingness to
deal with mutual problems freely and responsibly.

5. Employer should recognize the need for welfare of workers.

4.3 Conclusion

Kerala Lakshmi Mills, Thrissur provides yarn and employment over 400
persons. It is a National Textile Corporation unit which has a social obligation
of providing quality yarn at favorable price and to earn profit. The firm has
mainly four departments, that is, personnel department, finance and accounts
department, Statistical Quality control department and production department
which are under the supervision of the General Manger.

The present study deals with an in depth analysis of the employee-

employer relationship in Kerala Lakshmi Mills. Majority of the respondents
says that the superiors are highly co-operative and their and the managers have
confidence and trust in their subordinates. The respondents are of the opinion
that unfair labour practices are happening very rarely. More than half of the
respondents say that they have frequent involvement in setting goal for them
 BIBLIOGRAPHY

29. Dr. C.B. Gupta, Human Resource Management, New Delhi: Educational
publishers, 1999.

30. V.S.P Rao, Human Resource Management, New Delhi: Excel Books, 2002,
-

31. K. Venugopal & K Abdul Assis, Calicut University.

32. Keith Abbott, "Orgnizational size and employment Relation", HRM Review
December 2005.

33. Dr. Surendra Singh & Dr. Kitchlu, industrial Relations', Yojana, August 15,
1991 Vol.35 pageNo.75.
APPENDIX

Questionnaire

FOR EMPLOYEES

1. Personal Details
a. Name
b. Age
c. Your designation in organization.
d. Your service in this organization.
e. No. of organization worked.
34. How many promotions have you got in the present organization? Nil 1 2
3

35. Do you feel that your present salary is fair compared with others, while
considering qualification and experience?

Yes No

36. Opinion about welfare activities in your

Organization Excellent Good Satisfactory Not bad
Poor

37. How much participation workers have in making decisions pertaining to

the working of your office?

More than sufficient Sufficient Not Sufficient

 5. Do the workers have involvement in setting goals/target for them?
Always Frequent Occasionally Rarely Nil
6. How much confidence and trust your supervisors have in your workers?
Very High Moderate A Little Nil
7. Which one of the following do you feel prevailing in your organization?
Low concern for production; low concern for workers
High concern for production; high concern for workers
Low concern for production; high concern for workers
High concern for production; low concern for workers
Neither high nor low concern for production and workers
8. Out of 5 situations stated above which would you perfect for increasing
output?
Yes No
9. Do you feel that unfair labour practices prevailing in your organization?
Frequent Occasionally Rarely Very Rarely
10.In your opinion does there exist inter-union rivalry in your organization?
Yes No
11 .Is there intra-union rivalry?
Yes No
27
FOR MANGERS

1. Personal Details
a. Name
b. Age
c. Your service in the organization
d. No. of organizations have you got in the present organization.

42
 38. Do you feel that your present salary is fair comparing with others, Yes No

39. Opinion about the welfare activities in your organization Excellent

Good Satisfactory Not bad Poor

40. How much participation workers have in making decisions pertaining to the
working in your office?
Always Frequent Occasionally Rarely

41. Do the workers have involvement in setting goals/ target for them? Always
Frequently Occasionally Rarely

42. Do you promote Co-operation and team work among workers? Yes No

43. How much confidence and trust you have in your workers? Excellent
Good Satisfactory Not bad Poor

44. Do you feel that unfair labour practices are prevailing in your organization?

Yes No