A STUDY ON QUALITY WORKLIFE OF EMPLOYEES IN KUMADAM PUBLICATIONS PVT. LTD. CHENNAI.

PROJECT REPORT

Submitted by

DHINESHKUMAR. D (Reg. No.098001604009)

In partial fulfillment for the award of the degree Of

MASTER OF BUSINESS ADMINISTRATION

IN

GNANAMANI COLLEGE OF TECHNOLOGY PACHAL, NAMAKKAL 637 018

MAY - JUNE - 2011

GNANAMANI COLLEGE OF TECHNOLOGY

PACHAL, NAMAKKAL 637 018
Department of Management studies PROJECT WORK MAY - JUNE - 2011

This is to certify that the project entitled A STUDY ON QUALITY WORKLIFE OF EMPLOYEES IN KUMADAM PUBLICATIONS PVT. LTD. AT CHENNAI.
is the bonafide record of project work done by DHINESHKUMAR. D Register no: 098001604009 Of MBA (Master of Business Administration) during the year 2010 - 2011

---------------------Project Guide

---------------------------Head of the Department

Submitted for the Project Viva- Voce examination held on

---------------------Internal Examiner

-------------------------External Examiner

DECLARATION I affirm that the Project work titled A Study on Quality worklife of employees in Kumudam Publications at chennai submitted in partial fulfillment for the award of Master of being Business

Administration (MBA) is the original work carried out by me. It has not formed the part of any other project work submitted for award of any degree, either in this or any other university.

--------------------------------Signature of the student (DHINESHKUMAR. D) (098001604009) I certify that the declaration made above by the student is true

--------------------------------Signature of the guide (R. NIRMALA RANI) Head, Department of MBA

ACKNOWLEDGEMENT
I express my heartful gratitude and thanks to Dr. T. ARANGANNAL, Chairman, and Smt. P. MALALEENA chairperson of GNANAMANI COLLEGE OF TECHNOLOGY, Namakkal who provide all the facilities and necessary encouragement during the course of the study. I ever remain our PRINCIPAL DR.V.BASKARAN GNANAMANI COLLEGE OF TECHNOLOGY, Namakkal for granting me the permission to carry out my project work. I wish to convey my sincere and Heartful thanks to my Head of the Department and Guide R. NIRMALA RANI, GNANAMANI COLLEGE OF TECHNOLOGY, Namakkal for her constant encouragement and valuable support through out the study. Above all expresses my sincere thanks to my parents who provide all the necessities in ensuring my successful completion of the project.

---------------------------(DHINESHKUMAR. D)

CONTENTS

Chapter No. I

TITLE INTRODUCTION TO THE STUDY 1.1 Stress 1.2 Scope of the study 1.3 Objective of the study 1.4 Research Methodology 1.5 Limitations of the study

Page No. 1-21 1 17 18 19-20 21 22-24 25-28 29-32 30 32 33-58 59-63 64 65 66-68

II III

REVIEW OF LITERATURE INDUSTRY PROFILE COMPANY PROFILE 3.1Functions of various departments 3.2 Organization Chart

IV V VI VII VIII

DATA ANALYSIS AND INTERPRETATION FINDINGS AND SUGGESTIONS CONCLUSION BIBLIOGRAPHY ANNEXURE

LIST OF TABLES
LIST OF TABLES

SL.NO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

TITLE Distribution of the respondents according to gender Distribution of the respondents according to marital status Distribution of respondents according to their educational qualification Distribution of the respondents according to experience Distribution of respondents according to their work before office time Distribution of respondents according to their work after office time Distribution of respondents according to their office work at home Distribution of respondents according to their work during lunch break Distribution of respondents according to their wake up Distribution of respondents according to their resting time Distribution of respondents according to solve the problems related to work without anybodies help Distribution of respondents according to lie awake at night thinking of the next days work Distribution of respondents according to always insist on perfection in the quality of work done Distribution of respondents according to feel that organization problems are your own Distribution of respondents according to training and expertise are utilized in your present role Distribution of respondents according to enjoy their role very much Distribution of respondents according to the power to take decisions in their role Distribution of respondents according to communicate frankly with their immediate supervisor

PAGE.NO. 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50

19 20 21 22

Distribution of respondents according to meet the expectations of their boss Distribution of respondents according to employees who dont spend much time with their family Distribution of respondents according to employees who have heavy work load Distribution of respondents according to employees who are not clear about the expectations of their role

51 52 53 54

LIST OF CHARTS
LIST OF CHARTS
SL.NO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 TITLE Distribution of the respondents according to gender Distribution of the respondents according to marital status Distribution of respondents according to their educational qualification Distribution of the respondents according to experience Distribution of respondents according to their work before office time Distribution of respondents according to their work after office time Distribution of respondents according to their office work at home Distribution of respondents according to their work during lunch break Distribution of respondents according to their wake up Distribution of respondents according to their resting time Distribution of respondents according to solve the problems related to work without anybodies help Distribution of respondents according to lie awake at night thinking of the next days work Distribution of respondents according to always insist on perfection in the quality of work done Distribution of respondents according to feel that organization problems are your own Distribution of respondents according to training and expertise are utilized in your present role Distribution of respondents according to enjoy their role PAGE.NO. 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48

17 18 19 20 21 22

very much Distribution of respondents according to the power to take decisions in their role Distribution of respondents according to communicate frankly with their immediate supervisor Distribution of respondents according to meet the expectations of their boss Distribution of respondents according to employees who dont spend much time with their family Distribution of respondents according to employees who have heavy work load Distribution of respondents according to employees who are not clear about the expectations of their role

49 50 51 52 53 54

CHA PTER-I

INTRODU CTION
CHAPTER-I INTRODUCTION What is stress? Stress can be defined as the physiological and psychological reaction which occurs as consequence of perception of an imbalance between the level of demand placed upon individuals and their capabilities to meet those demands. Stress relates to the causes and consequences of less than optimum performance which is attributable to motivation. Such level of motivation by its nature or its intensity is inappropriate to the work being performed and personality and abilities of the individual concerned. Stress is basically the impact of one object on another. Industrialization increase in the scale of operations in the society is causing increasing stresses. Stress is a persons adaptive response to a stimulus that places excessive psychological or physical demand on the person. It can be caused by many factors. Major organizational stressors are task demand, physical demand and role demand. Stress can affect performance and attitudes or cause withdrawal. It

is anything that changes our physical, emotional or mental state encountering various stimuli in the environment. Two important individuals differences related to stress are hardiness and optimism. Hardiness is s persons ability to cope with stress. People with hardly personalities have an internal locus of control, are strongly conceited to the activities in their lives, and view change as an opportunity for advancement and growth. People with low hardiness may have more difficulties in coping with pressure to stress. Optimism is the extent to which a person sees life in positive or negative terraces. Optimistic people handle stress better. They will be able to see the positive side of the situation and recognize that things may eventually improve. 1 Less optimistic people may focus more on the negative side of the situation and expect things to get worse and not better. Many things can cause stress. The two important categories are Organizational stressors and Life stressors. Organizational stressors are factors in the work place that can cause stress. Four general sets of organizational stressors are task demand, physical demand, role demand and interpersonal demand. Some of the consequences of stress have been identified as:

Reduced productivity Lack of creativity Job dissatisfaction Increased sick leave Premature retirement Absenteeism Accidents Organizational breakdown

There are many ways in which organizational culture will manifest itself in a dysfunctional way. For example, the unhelpful and dysfunctional division between 'us' and them, this may be perpetuated, by both senior managers and employees. A division which results in a lack of proper communication and a sort of 'blaming' culture. Addressing these matters is difficult work, work that cannot be adequately dealt with by employees or internal consultants because they are part of the culture; part of the hierarchy, and subject to the authority structure of the organization.

2 Such a strategy would address the following sort of issues: Level 1 2 3 4 5 Aims Treat casualties Detect other cases Increase awareness Teach Skills Improve Culture Responsibility Occupational Health Professionals Employees/Occupational Health Professionals Employees, Training, Occupational Health Training, Occupational Health Senior Management Team

The first four actions are as essential as the last. These can all be developed by internal staffs that have the knowledge, skills and ability to ensure that what is provided is as good as anywhere else. There may be benefit from employing outside assistance to consult to the process but basically the experts in the field are in the organization. Stress Management for Organizations

Stress can be an issue for anyone, and at any time. It can be painful and performance limiting to the most junior recruit to the most experienced senior executive. Stress is defined by the Brown as occurring when pressures exceed the resources of an individual to cope effectively. Stress is now the largest single cause of sickness absence in the UK. It has become a modern epidemic. If unmanaged in can lead to long-term absence, industrial tribunals and personal injury claims. There is a strong financial driver for any organization to better manage stress, along with the added incentive of protecting its reputation.

3 Organizational Stress Management Organizational Stress Management aims at preventing and reducing stress for both the individual employee and the organization or company. The Training Package offers you eight detailed sessions for stress management training groups in your workplace. These include eight relaxation exercises on audiocassette tapes, together with training in relaxation, breathing and cognitive-behavioral techniques. We also provide practical training in the management of many workplace stressors. The Stress Management sessions provide employees with the opportunity to tackle major stressors using techniques from Problem Solving Therapy. We also provide research notes with each session giving you in-depth background information on the problems of work-pace stress, together with stepby-step presentations of related therapies of particular value in the treatment of stress at work. If you have a look at the typical symptoms of stressed people within a working organization it is not difficult to see why high performance relates closely to a low stress, happy atmosphere. Removing stress has to be a priority if you really want your organization to succeed.

Organizational stressors may be due to any of the following causes:

Intrasender conflict: This occurs when the same person sends

conflicting messages.
Intrarole conflict: This occurs when different people have different

expectations about what a role incumbent should do. This type of conflict is also known as role expectations conflict.
Interrole conflict: This occurs when two roles held by one person are in

conflict. It is also known as interrole distance stress.

Person role conflict: This occurs when the personal attitudes or values

of the individual conflict with what is required from him in a particular role. It is also known as self-role distance. 4
Role ambiguity: This may occur due to any of the following reasons:

1. Because the individual does not understand what is expected of him/her. 2. Because the individual understands what is expected, but is unclear as to how he/she will meet those expectations. 3. Because the individuals perception of what he/she is being expected to do by members of the role set.
Role overload: This occurs when the expectations and demands of the

job exceeds the ability or the perceived ability of the role incumbent. Role overload can be either quantitative or qualitative. When a person is required to do more work than is possible within the time allotted for the job, it is known as quantitative overload. When a person thinks that he/she does not have the abilities or skills to perform a particular job, is known as qualitative overload or personal inadequacy.
Role underload: This occurs when the expectations and demands of the

jobs under utilize the ability of the role incumbent. Role under load like role overload can be qualitative or quantitative. Qualitative role under

load occurs when the jobs that have to be done are not mentally stimulating or challenging. Quantitative role under load occurs when a person has little to do in the job.
Relationships at work: Relationship with colleagues (subordinates, boss

and peers) may be a source of occupational stress.

Roles stagnation: When a person wants to hold a role with a higher

responsibility but is stuck in the same role, this kind of stress results.
Organizational structure and climate: Organizational structure and

climate may sometimes acts as sources of work stress.

Home-office interface: Home-office interface can develop as a source of

stress for certain individuals.

5
Resource inadequacy: When the role occupant feels that he is not

provided with adequate resources such as material, man, money, information etc needed for performing the functions assigned to him/ her.
Individual difference: Stress is not inheriting in a situation. Stress is

determined by whether the person perceives or interprets what is happening as threatening.

Stress and delegation: When proper delegation is not done stress may

develop. The reasons why a employee fails to delegate may be the following: 1. The employee would delegate more work, but the task he/she delegate never seem to get done the way he/she wants them to be done. 2. The employee feels that if he/she delegates he/she loses control. 3. He/she does not delegate much as his/her subordinates lack the necessary experience. 4. He/she feels that he/she can do the task better than the person to whom he/she may delegate.

Stressed and unproductive behavior that damages organizations Stressed organizations are inflicted with a whole range of unproductive behaviors including many of the following:

Unnecessary interpersonal conflicts that lead to obstruction and wasteful turf wars, Attachments to the current ways of doing things and therefore resistance to change, Prevarication that clouds issues and confuses priorities, Procrastination in decision-making and implementation, Chaotic activity and disorganizations, lack of focus 6

Absenteeism, now rife in the public sector and manufacturing, Days off for genuine sickness High staff turnover Lethargy and slow working, Resentments, Disloyalty, Secrecy, Hidden agendas, Hostility or resentfulness to the organization Negativity towards both customers and fellow colleagues Negativity or cynicism towards planning outcomes and management Poor judgment with respect to both working relationships and planning Clumsiness and accidents Loss of focus and absent mindedness Forgetfulness High level of mistakes and consequent costly reworking understand the situation, including causes and possible solutions;

provide support to the individual; develop a plan to tackle the stressors/pressures (the causes of stress) that is acceptable to all, particularly to the individual and their line employees; and Assess whether anyone else is experiencing problems and if a broader organizational intervention is required.

The more stressed your organization is, the more of these sort of behaviors and attitudes will be prevalent. As you can see, organizational stress has an insidious effect on every significant personal transaction between staff and management or staff and 7 As a consequence, the above symptoms of stress directly influence efficient operational functioning, high performance and productivity. This is why good management is also good stress management pure and simple. In a lowstress environment you can quite simply get a lot more done and in less time. 10 Tips for employees to reduce organisational stress Stress can prove a major headache for firms, leading to misunderstandings and getting in the way of productivity. Dr Rosemary Anderson, chair of International Stress Management Association UK gives some advice on how to cut stress at work Adopt the attitude that stress is not a weakness, and develop this culture within your department. Nobodys perfect, we all have too much pressure from time to time, and stress can affect anyone given an accumulation of circumstances. Foster the mindset that it isnt a weakness to seek help if you are not coping its strength to admit it and do something about it. Promote this as a developmental issue. Handling your clients and customers.

stress is a proactive intervention to prevent ill health in your employees and your organisation. Ensure you are not suffering from stress yourself. A stressed manager has a knock-on effect throughout the organisation. Dealing with your own stress will prevent your staff from suffering, and results in a more relaxed and productive atmosphere. Analyse your management style and behaviour. Ask yourself (honestly) if this is causing any stress. Good management is the best proactive way of reducing organisational stress. 8 A good employee: - Ensures a realistic understanding of the workload and time it should take - Sets individual work objectives and targets, and consult and discusses before setting these - Gives clear, effective instructions - Makes sure he/she defines roles and tasks adequately and discusses priorities - In times of high workload, prepares employees ahead - Varies work where possible, and provides opportunities for individuals to influence the way they do their jobs - Delegates effectively, and not just the boring bits - Which of these could you improve upon?

 Ensure the working environment is suitable They should make sure that there is not too much noise or overcrowding, for example. A poor working environment can cause employees a great deal of stress. While this is sometimes impossible to change completely, many small things can be done to improve the situation.

9 Help your staff to cope with change no matter how big or how small. Before introducing a change, listen to the views of your staff. How will it be for them? Where possible, update employees on any changes taking place, and explain the reasons for them. Identify those who resist change and help them to accept it. Listen to doubts and fears; explain, coach, boost self-esteem. Check how things are progressing during and after change. Improve communication. Where possible, keep employees informed of all changes and major decisions. Listen to your staff and hear what they are saying. Talk to your staff informally and regularly. It will be easier for them to come to you or for you to approach them if theres a problem.

Observe your staff youll learn a lot from watching. Organizational stressors An organization is composed of individuals and group and stressors may also exist in organization at contact. There are macro level dimensions of organizational functioning which may work as a stressor. Organizational polices Organizational policies, guidelines for actions unfavorable and ambiguous polices may affect the functioning of the individual adversely and they may experience stress. 10 The unfair and arbitrary performance evaluation, un realistic, job description, frequent reallocation of activities, rotating work shifts, ambiguous procedure, inflexible rule, inequality of incentives etc, work as stressors. Organizational structure It provides formal relationship among individuals in an organization. The defect in organization structure like lack of opportunity of participation in decision making, lack of opportunity for advancement, high degree of specialization, excessive inter-dependence of various departments could lead to staff conflict. Organizational processors It is also affects individuals behavior at work. Faculty organizational process like poor communication, poor and inadequate feedback of work performance and conflicting role, unfair control system cause stress for people in the organization. Inadequate job stress is as condition arising from the interaction of people and their jobs characterized by change within people that force them to deviate from their normal functioning.

Physical condition Organizational physical condition affects work performance. The poor physical conditions like crowding and lack of privacy excessive notice, excessive heat/cold, use of toxic chemicals and radiation, air pollution, safety hazards, poor lighting etc., produce stress. Interpersonal demand A set of organizational stressors consist of three interpersonal demand group pressure, leadership and interpersonal conflict. Group pressure may include pressure to restrict output, pressure to conform to the group norms. 11 Organizational Consequences Ppp

Personal Stressors
High achievement expectation High organizational expectation Level of job involvement Emotional exhaustion

Organizational Stressors
Role Conflict Role overload Intensity of interpersonal interaction Behavioral

Impact

Negative attitude Fatigue

Depersonalization

Frustration Helplessness

Feeling a lack of personal accomplishment

Withdrawal from friends and social circles

Consequences of the Stress The individual consequence of stress also affects the organization. The adverse consequences in organization include low performance and productivity and high rates of absenteeism and turnover. The stressors experienced by employees who take on critical role and responsibilities could result in faculty decision making which could in turn result in disruptions in working relationship. 12 The twentieth century is often known as the Age of stress Incessant wars have become the order of the day. Economic fluctuations and inflation have taken this toll in unemployment, poverty and socio-political chaos. Urban society with its high mobility disrupts friendships, weakens extended family bonds, places increasing stocks on the home, Excessive competition and impersonalization has resulted in dehumanization of values and ideas. Executives from the level of managers are above all the people who have much of the responsibility and authority to shape the organization according to the marketing policies and procedures. It takes much effort to run the show smoothly because human resources are complex in nature, to get work done and to convince them of the importance of completing assignments in time is no easy task and in this process tension and stress would be the resultants. Once if the executives realize the factors that cause stress in their work environment, they can prepare themselves to face them with much confidence. So that they would be able to cope with it and make the organizational environment a better place to work.

Industrial conflict is an endogenous component of the employer-employee relationship. It may be defined as a situation in which the conditions, practices or goals of the different parties are incompatible and the parties are aware of this incompatibility. Public sector is the very basis of modern civilization and is in fact the big employer of Organized labour force in the country. The study of stress in the public sector becomes all the more important because of the following reason. The level of stress among executives and the factors contributing to stress in the work environment was assessed during the organizational stress questionnaire designed by the investigator. 13 The data was analyzed in view of different dimensions to get a better understanding about the variable stress. To draw definite conclusions from the collected data, the statistical tools such as mean, correlation and simple percentage analysis have been used. Based on the results obtained, conclusion regarding the level of stress and dominant factor contributing to stress in the case of executives rule arrived at. A few recommendations are also given to reduce the impact of organizational stress on the executives. Man has made significant strides in the application of science and technology. Unfortunately, advances in our understanding of human nature and behavior have lagged far behind our advances in the physical and biological sciences. We know much about the atom and the gene but not nearly enough about love or the values needed for a meaningful and fulfilling life. The stresses of modern life are indicated by the incredible amount of tranquilizers and hot beverages consumed everyday in the society. The growing number of heart attacks, suicide among youth, crime rate and increase in prostitution are the obvious indices of contemporary stress. The incidence of

stress is also reflected in the widespread preoccupation with altered states of consciousness as well as the ample literature on dehumanization and alienation. Despite the stress of modern life most people manage through but for many stresses prove detrimental. It is startling to note that emotional disturbances incapacitate more people than all other health problems combined. Emotional conflict and tension aggravates many kinds of organic illness. In the initial, alarm stage, the body responds to the stressors by mobilizing its defenses to deal with the threat. The state of resistance begins as the body fights back. In the stage of exhaustion, the body no longer can stand up and fight. Different people spend varied time in these stages. 14 Work stress may affect any employee, whether the employee is a manager, or a worker, young or old. Almost any job condition can cause stress, depending upon an employees reaction to it. There are, however, a number of job conditions that frequently cause stress for employees. The term stress is used in every day speech to refer broadly to the process of copying with lifes pressures, problems and the negative feelings. In todays turbulent business environment, all ambitious and hard working persons face constant problems and stress in their jobs and also in their personal lives. Stress is an individuals reaction to a disturbing factor in the environment. The stress is said to be positive when the opportunity for one to gain something. Stress is negative it can result in feelings of distrust, rejection, anger and depression. In fact, excellence in any sphere of life is essentially accompanied by stress. Stress is a very bad master but a very good servant. Stress is defined as a non specific response of the body to any demand upon it which result in symptoms such as rise in the blood pressures, release of hormones, quickness of breathe, lightening of muscles, perspiration and increased cardiac activity. Stress is not necessarily negative. Some stress keeps

as motivated and alert, while too little stress can create problems with mental and physical health particularly over a prolonged period of time Organizational stress has become a widely discussed problem in todays business world. In any organization and in any situation the employee experiences stress in various forms. Stress can either help or hinder ones effectiveness depending upon the stress level. Generally stress has negative consequence. However, stress which has neutral connections: it is only the degree of stress, which produces positive or negative consequence. Eustress denotes the presence of optimum level of stress in an individual, which contribute positively to his performance. 15 Statement of the problem Organizational stress has become a widely discussed problem in todays business world. In any organization and in any situation the employee experiences stress in various forms. Stress can either help or hinder ones effectiveness depending upon the stress level. While analyzing the various determinants of stress, it should be kept in mind that all employees do not get the same degree of stress though they perform the same job in the same environment and at the same time. An attempt has been made in this research work to identify the organizational stress factors and its impact on job performance of the employees. Significance of the study Generally, stress has negative consequences. However stress which has neutral connection; it is only the degree of stress, which produces positive or negative consequences. Eustress denote the presence of optimum level of stress in an individual, which contribute positively to his performance. This may lead working employees to view and better ways of doing their job. Distress denotes the presence of high level of stress in an individual, which affects job

performance, is maximum, high level of stress causes physical, psychological and behavioral problem. The employees may show dysfunctional behavior because of stress of high level. In all these stress, organization is going to suffer.

16

SCOPE OF THE STUDY

SCOPE OF THE STUDY With the study, the researcher can bring about a clear picture about the stress level among the employees in Kumudam Publications Pvt.ltd, Chennai. The researcher can also state the areas in which the employees face lot of stress and can also suggest the ways in which the employees can scope of stress in those areas so that their day-to-day work is not disturbed.

17

OBJECTIVES OF THE STUDY

OBJECTIVES OF THE STUDY General objective To find out the strategies adopted by employees to manage stress. Specific objectives To identify the stressors in the area of work. To examine whether there is any relation between age and stress. To analyze whether there is any correlation between area of work and stress.

 Measures adopted by employees to counter stress. To examine and analyze the ensuring factors influencing employees stress.

18

RESEARCH METHODOLOGY
RESEARCH METHODOLOGY Research Research must be systematic and follow a series of steps and a rigid standard protocol. These rules are broadly similar but may vary slightly between the different fields of science.

Research Design The research design used was Descriptive one. It narrates the whole research in a simple manner. Methodology Field of study: The study has been conducted at Aishweriya Rubber Products, Coimbatore. The study seeks to find out the level of stress among employees and the factors contributing to their stress. Type of data: Both primary and secondary data were used for the study. Tools of data collection: The methods used for collecting primary data were survey method and interview method. Observation was not used for collecting data. Both quantitative and qualitative datas were collected. Secondary data were collected from information gathered from the personnels working in the company. Sampling method: Proportionate sampling method is used for choosing the sample size. 19 Sample size: Total strength of the employees where 105. Out of 105 I had collected 100 samples. Tools for Data Analysis The following statistical tools were used for analysis of data: Percentage Analysis Method

 Chi-Square Test Correlation Analysis Percentage analysis method With this method, it is found out how much percentage is for or against the particular factor. The formulae = Sample SizeX100 Total Sample Size Chi- square For large sample sizes, the sampling distribution of x2 can be closely approximated by a continuous curve known as the chi square distribution 2 = (O-E) E Correlation analysis Correlation is a statistical device which helps us in analyzing the co variation of two or more variables. The effect of correlation is to reduce the range of uncertainty. The prediction based on correlation analysis is likely to be more valuable and near to reality. xy r = x 2 * y 2 20
2

LIMITATION OF THE STUDY

LIMITATIONS OF THE RESEARCH

 Focusing only on employees, assuming that stress is higher at

employees level. The period of the study is limited to 13 days and based on this period the functioning of the departments is assessed. Since the findings are mostly based on the information given by the participants, there is every possibility of lacking precision for the findings of the study.

21

CHA PTER-II

REVIEW OF LITERATURE
CHAPTER-II REVIEW OF LITERATURE Behaviour in Organisation (Page no: 245) According to Baron (1983), define occupational stress as "A condition arising from the interaction of people and their jobs and characterized by changes within people that force them to deviate from their normal functioning." Stress Management (Page no: 142) According to Miles and Perreault (1976) identify four different types of role conflict: 1. Intra-sender role conflict 2. Inter sender role conflict. 3. Personrole conflict; 4. Role over load. The use of role concepts suggests that job related stress is associated with individual, interpersonal, and structural variables (Katz and Kahn, 1978; Whetten, 1978). The presence of supportive peer groups and supportive relationships with super visors are negatively correlated with R.C. (Caplan et al., 1964) Employee participation of occupational stress (Page no: 213) According to Srivastava and Sehgal (1984), the study revealed that employees who maintained high work motivation experienced significantly lower occupational role stress. Such as overload, role ambiguity and conflict, unreasonable group and political pressures, responsibility for persons, for peer relations, strenuous working conditions and non-profitability as compared to low in the employees.

22 Organizational stress (Page no: 139) According to Vansell, Brief, and Schuler (1993) stress is often developed when an individual is assigned a major responsibility without proper authority and delegation of power. Interpersonal factors such as group cohesiveness, functional dependence, communication frequency, relative authority and organisational distance between the role sender and the focal persons are important topics in organisational behavior. A resource pack for management, training and development (Page no: 284) According to Doherty, N. and Tyson, S. (1998) mental well-being in the workplace describes the four main approaches that organisations can adopt to deal with stress problems. Includes a self-assessment exercise to help managers identify which of their behaviors are likely to cause pressure to their team, a well-being improvement model and a checklist for organisational wellbeing. An introductory guide for managers, supervisors and employees (Page no: 75) According to Janet Cahill, Ph.D., Department of psychology, Rowan college of New Jersey, Paul A. Landsbergis, Ed.D., M.P.H., Hypertension Center, Cornell University Medical College, Peter L. Schnall, M.D., M.P.H Center for social Epidemiology presented at the Work Stress and Health95 Conference. September 1995, Washington D.C. Making Changes in your workplace to reduce stress.

23 A survey of employees and workplace stress (Page no: 198)

According to Wheatley, R. (2000) taking the strain examines the relationship between stress and pressure, highlights the observable signs of stress that a manager should be aware of and describes the key causes of stress at work, including organisational culture and organisational change. Stress and its Management Vol. 47(Page no: 58) According to Bhadrapada, (1922) stress pressure help to avoid error, completion of task in limited time, work overload, demanding and insensitive section commander and unplanned workers are a few examples of organisational factors. Poor inter-personnel relationship and lack of support from colleagues can cause considerable stress especially among persons with high social need. Organisational stressors and job stress among employees (Page no: 162) According to Kumaresan, S. Nasurdin, Aizzat Mohd, Ramayah. T. (July 1, 2005) Singapore Management Review: The purpose of this paper is to determine the influence of organisational variables (conflict, blocked career, alienation, work overload, and unfavorable work environment) on job stress among managers and to examine whether this relationship varies according to the individual's level of neuroticism. Analysis of responses using hierarchical regression revealed that three of the five organisational variables (conflict, blocked career, and alienation) had significant positive effects on job stress. Neuroticism was found to moderate the effects of the three organisational stressors (alienation, work overload, and unfavorable work environment) on job stress.

24

CHAP TER-III

INDUSTRIAL PROFILE

& COMPANY PROFILE

CHAPTER-III

HISTORY OF INDUSTRY Early news publications of world

Before the advent of the newspaper, there were two major kinds of periodical news publications: the handwritten news sheet, and single item news publications. These existed simultaneously. The Roman Empire published Acta Diurna, or government announcement bulletins, around 59 BC, as ordered by Julius Caesar. They were carved in metal or stone and posted in public places. In China, early government-produced news sheets, called tipao, circulated among court officials during the late Han dynasty (second and third centuries AD). Between 713 and 734, the Kaiyuan Za Bao ("Bulletin of the Court") of the Chinese Tang Dynasty published government news; it was handwritten on silk and read by government officials. In 1582 there was the first reference to privately published newssheets in Beijing, during the late Ming Dynasty; The increased cross-border interaction in early capitalist Europe created a rising need for information which was met by concise handwritten newssheets. In 1556, the government of Venice first published the monthly Notizie scritte, which cost one gazetta.. Single event news publications were printed in the broadsheet format, which was often posted. These publications also appeared as pamphlets and small booklets (for longer narratives, often written in a letter format), often containing woodcut illustrations. Literacy rates were low in comparison to today, and these news

publications were often read aloud (literacy and oral culture were, in a sense, existing side by side in this scenario).Sixteenth century Germany also saw subscription-based, handwritten news. Those who subscribed to these publications were generally low-level government officials and also merchants.

25 Newspapers
Title page of Carolus' Relation from 1609, the earliest newspaper The term newspaper became common in the 17th century, however in Germany, publications that we would today consider to be newspaper publications, were appearing as early as the sixteenth century. They were discernibly newspapers for the following reasons: they were printed, dated, appeared at regular and frequent publication intervals, and included a variety of news items (unlike single item news mentioned above). The first newspaper however was said to be the Strasbourg Relation, in the early seventeenth century. German newspapers, like avisis, were organized by the location from which they came, and by date. They differed from avisis in the following manners: they employed a distinct and highly illustrated title page, and they applied an overall date to each issue. The German-language Relation aller Frnemmen und gedenckwrdigen Historien, printed from 1605 onwards by Johann Carolus in Strasbourg, is often recognized as the first newspaper. At the time, Strasbourg was a free imperial city in the Holy Roman Empire of the German Nation; the first newspaper of modern Germany was the Avisa, published in 1609 in Wolfenbttel. Other early papers include: The first English-language newspaper, Corrant out of Italy, Germany, etc., was published in Amsterdam in 1620. A year and a half later, Corante, or weekely newes from Italy, Germany, Hungary, Poland, Bohemia, France and the Low Countreys. was published in England by an "N.B." (generally thought to be either Nathaniel Butter or Nicholas Bourne) and Thomas Archer. The first newspaper in France was published in

1631, La Gazette (originally published as Gazette de France). Merkuriusz Polski Ordynaryjny was published in Krakw, Poland in 1661. The first successful English daily, The Daily Courant, was published from 1702 to 1735. 26 News was frequently highly selective: rulers would often use them as ways to publish accounts of battles or events that made those rulers look good to the public. Sensationalist material was also printed, such as accounts of magic or of natural disasters; this material did not pose a threat to the state, because it did not pose criticism of the state. Printers readily printed sensationalist material, because they faced a ready market, which proved lucrative for them. Material was selective, as stated above, however printers found that there was a market for news about rulers that did not cast those rulers in a favorable light, and printed this material.

British newspapers
Main article: History of British newspapers The coranto form influenced British newspapers. On 7 November 1665, The London Gazette (at first called The Oxford Gazette) began publication.[12] It is considered to be the newspaper that decisively changed the look of English news printing, echoing the coranto format of two columns, a clear title, and a clear date. It was published twice a week.[13] Other English papers started to publish three times a week, and later the first daily papers emerged. This was partly due to in the postal system between Dover and London.

British magazines
The Gentleman's Magazine, first published in 1731, in London, is considered to have been the first general-interest magazine. Edward Cave, who edited The Gentleman's Magazine under the pen name "Sylvanus Urban", was the first to use the term "magazine", on the analogy of a military storehouse of varied materiel, originally derived from the Arabic makhazin "storehouses".

English Newspapers in Indian subcontinent

A British man William Bolts in 1766 offered the first ever paper to his fellow countrymen in Calcutta and helped them establish a printing press. Since he was against the East India Company Government. 27

Industrial Revolution
Newspapers of that time were in English and the news only related to British activity in India. As the readers were also British, the local population was not the target. But the Company feared that these Indian papers could get to England and may defame the Company in England. English papers used to take 9 months to reach India. By the early 19th century, many cities in Europe, as well as North and South America, published newspaper-type publications though not all of them developed in the same way; content was vastly shaped by regional and cultural preferences. Advances in printing technology related to the Industrial Revolution enabled newspapers to become an even more widely circulated means of communication. In 1814, The Times (London) acquired a printing press capable of making 1,100 impressions per minute. Soon, it was adapted to print on both sides of a page at once. This innovation made newspapers cheaper and thus available to a larger part of the population. In 1830, the first penny press newspaper came to the market: Lynde M. Walter's Boston Transcript. Penny press papers cost about one sixth the price of other newspapers and appealed to a wider audience.

28 COMPANY PROFILE Name Geographical location : : Kumudam Publications Pvt. Ltd. Kumudam publications Pvt.Ltd, Purasaiwakkam, Chennai. Manufacturing product Managing director Nature of the company Number of workers Production Established in the Year : : : : : : Weekly magazines
R.Sabareswar

Medium scale industry 150 3 metric ton/ week 1999

29

HISTORY OF COMPANY KUMUDAM - A UNIQUE PROFESSIONALISM Kumudam publication pvt.ltd. has over the years earned a reputation that is rock-solid. While its reputation is reflected in the edifices that it has built, the respect and trust that it continues to enjoy can be gauged from the words of its coustomers.

To Kumudam, journalism is a combination of competence, technology, skill and dedication, unified and strengthened by a code of ethics. It is this special professionalism that has won for us many prestigious awards in a variety of market and encourages us to aim for greater challenges all the time. CORPORATE OVERVIEW Kumudam Magazine is an ISO-certified company with a turnover of around Rs. 10Cr . It has a significant presence in India, with offices in Chennai, Bangalore, Hyderabad, Delhi, Kolkata, Pune and Trivandrum. Kumudams services encompass Politics, Cinema, Business, interviews of Vips etc. It as the credit of its customers to satisfy them in the part by giving them the interesting articles that they like to read by this only even in this competition also kumudam is showing To

Kumudam good turnover prints everyweek. We have different departments that which controls different kinds of activities in the office. Departments follows Human Resources, Marketing & advertisement, printing, designing, editing, Finance department.

30 BOARD OF DIRECTORS R.Sabareswar - Chairman & Chief Executive Officer

S.Sivaramakrishnan Managing Director V.G.Janarthanam - Director Operations DIRECTORS Rajakumar KEC Jayaram Rangan K.Kannan P.Venkatesh
P.K.Sridharan Dr.P.K.Aravindan

31

ORGANISATION CHART

Managing Director

General Manager

Purchase Department

Production Department

Quality Department

Sales Department

Marketing Department

Accounts & Finance Department

Human Resource Department

Purchase Manager

Production Manager

Quality Manager

Sales Manager

Marketing Manager

Finance Manager

Chief Accountant

General Manager

Supervisors

Workers

Workers

Workers

Workers

Workers

Workers

Workers

Workers

32

CHAP

TER-IV

DATA ANALISYS AND INTERPRETAT ION

CHAPTER-IV DATA ANALYSIS AND INTERPRETATION The term analysis refers to the computation of certain measures along with searching for pattern of relationship that exist among the data groups. The objective of the study is to determine the impact of organisational stress among the employees in Kumudam Publications Pvt.Ltd., Chennai. This portion consists of the individual profile of the respondents of the organisation. For this percentage analysis was used. Independent variables like gender, age, etc. are chosen. The data collected on each of the above variables using questionnaire is analyzed using percentage analysis. A five point scale is used for each statement. The survey was confined to Kumudam Publications Pvt.Ltd., Chennai.

33 TABLE NO: 1 Distribution of the respondents according to gender Gender No. of Respondents Percentage Male 60 60 Female 40 40 Total 100 100 From the above table it can be seen that 60% of the respondents are male and only 40% of the respondents are female. Therefore majority of the respondents are male. It is concluded that most of respondents (60) are male. Figure no: 1 Distribution of the respondents according to gender

40%

60%
Male female

34 TABLE NO: 2 Distribution of the respondents according to marital status Marital Status Single Married Total No. of samples 25 75 100 Percentage 25 75 100

From the above table it can be seen that 75% of the respondents are married and only 25% of the respondents are single. Therefore majority of the respondents are married. Figure no: 2 Distribution of the respondents according to marital status

25%

75%

Single Married

35 TABLE NO: 3 Distribution of respondents according to their educational qualification Qualification Primary HSC Graduate Post Graduate Total No. of samples 11 24 49 16 100 Percentage 11 24 49 16 100

From the above table it can be seen that according to their educational qualification 16% of the respondents are post graduate, 24% of the respondents are HSC, 49% of the respondents are graduate and 11% of the respondents are primary. Therefore according to their qualification most of the respondents are graduate.

Figure no: 3 Distribution of respondents according to their educational qualification

16%

11% 24%
Primary HSC Graduate Post Graduate

49%

36 TABLE NO: 4 Distribution of respondents according to experience Tenure Below 5 years 5-10 years 10-20 years 20 & above Total No. of samples 31 38 22 9 100 Percentage 31 38 22 9 100

From the above table it can be seen that according to experience 38% of the respondents are between 5-10 years, 22% of the respondents are between 1020 years, 31% of the respondents are below 5 years and 9% of the respondents are above 20 years. Therefore according to experience most of the respondents are between 5-10 years. Figure no: 4 Distribution of respondents according to experience

40 35 30 25 20 15 10 5 0 Below 5 years

38% 31% 22%

Series1

9%

5-10 years

10-20 years

20 & above

37 TABLE NO: 5 Distribution of respondents according to their work before office time Reason Yes No Total No. of samples 45 55 100 Percentage 45 55 100

From the above table it is seen that 45% of the respondents are working before office time and only 55% of the respondents are not working before office time. There fore we can understand that majority of them are doing their job after office time.

Figure no: 5 Distribution of respondents according to their work before office time

55%

Yes

45%

No

38 TABLE NO: 6 Distribution of respondents according to their work after office time Reason Yes No Total No. of samples 67 33 100 Percentage 67 33 100

From the above table it is seen that 67% of the respondents are working after office time and only 33% of the respondents are not working after office time. Therefore we can understand that majority of them are doing their job after office time.

Figure no: 6 Distribution of respondents according to their work after office time

33%
Yes No

67%

39 TABLE NO: 7 Distribution of respondents according to their office work at home Yes No Total No. of samples 49 51 100 Percentage 49 51 100

From the above table it is seen that 49% of the respondents are working are doing their work at home and 51% of the respondents are working are not doing their work at home. Therefore we can understand that majority of them are not doing their job at home.

Figure no: 7 Distribution of respondents according to their office work at home

49%

Yes

51%

No

40 TABLE NO: 8 Distribution of respondents according to their work during lunch break No. of samples 36 64 100 Percentage 36 64 100

Yes No Total

From the above table it is seen that 36% of the respondents are working during lunch break and 64% of the respondents are not working during lunch break. Therefore we can understand that majority of them are not doing their job during lunch break.

Figure no: 8 Distribution of respondents according to their work during lunch break
64%

36%
Yes No

41 TABLE NO: 9 Distribution of respondents according to their wake up No. of samples 19 47 34 100 Percentage 19 47 34 100

Between 4a.m & 5a.m Between 5a.m &6a.m Between 6a.m &7a.m Total

From the above table it is seen that 47% of the respondents wake up between 5a.m & 6a.m, 34% of the respondents wake up between 6a.m &7a.m and only 19% of the respondents wake up between 4a.m &5a.m. Therefore we can understand that majority of the respondents wake up between 5a.m and 6a.m.

Figure no: 9 Distribution of respondents according to their wake up

19% 34%
Betw een 4a.m & 5a.m Betw een 5a.m &6a.m Betw een 6a.m &7a.m

47%

42 TABLE NO: 10 Distribution of respondents according to their resting time Between 9p.m &10p.m Between 10p.m &11p.m After 11p.m Total No. of samples 18 50 32 100 Percentage 18 50 32 100

From the above table it is seen that 50% of the respondents go to bed between 10p.m & 11p.m, 32% of the respondents go to bed after 11p.m and only 18% of the respondents go to bed between 9p.m &10p.m. Therefore we can understand that majority of the respondents go to bed between 10p.m and 11p.m.

Figure no: 10 Distribution of respondents according to their resting time

32%

18%

Between 9p.m &10p.m Between 10p.m &11p.m After 11p.m

50%

43 TABLE NO: 11 Distribution of respondents according to solve the problems related to work without anybodies help Not at all true Rarely true Sometimes true Most of the time true Always true Total No. of samples 20 20 17 19 24 100 Percentage 20 20 17 19 24 100

From the above table it is seen that 20% of the respondents not at all true, 20% of the respondents rarely true, 17% of the respondents sometimes true, 19% of the respondents most of the time true and 24% of the respondents always true. Therefore we can understand that majority of the respondents always true. Figure no: 11 Distribution of respondents according to solve the problems related to work without anybodies help

30 25 20 15 10 5 0 Not at all true Rarely true Som etimes true Most of the time true Always true

24% 20% 20% 17%

Series1

19%

44 TABLE NO: 12 Distribution of respondents according to lie awake at night thinking of the next days work Not at all true Rarely true Sometimes true Most of the time true Always true Total No. of samples 25 32 29 4 10 100 Percentage 25 32 29 4 10 100

From the above table it is seen that 25% of the respondents not at all true, 32% of the respondents rarely true, 29% of the respondents sometimes true, 4% of the respondents most of the time true and 10% of the respondents always true. Therefore we can understand that majority of the respondents rarely true. Figure no: 12 Distribution of respondents according to lie awake at night thinking of the next days work

35 30 25 20 15 10 5 0 Not at all true

32% 25%

29%

Series1

10% 4%

Rarely true

Sometimes true

Most of the time true

Always true

45

TABLE NO: 13 Distribution of respondents according to always insist on perfection in the quality of work done Not at all true Rarely true Sometimes true Most of the time true Always true Total No. of samples 3 23 21 17 36 100 Percentage 3 23 21 17 36 100

From the above table it is seen that 3% of the respondents not at all true, 23% of the respondents rarely true, 21% of the respondents sometimes true, 17% of the respondents most of the time true and 36% of the respondents always true. Therefore we can understand that majority of the respondents always true.

Figure no: 13 Distribution of respondents according to always insist on perfection in the quality of work done

40 35 30 25 20 15 10 5 0 Not at all true Rarely true Sometimes true Most of the time true

36% 23%

21%

17%

Series1

3%

Always true

46 TABLE NO: 14

Distribution of respondents according to feel that organization problems are your own Not at all true Rarely true Sometimes true Most of the time true Always true Total No. of samples 19 22 18 14 27 100 Percentage 19 22 18 14 27 100

From the above table it is seen that 19% of the respondents not at all true, 22% of the respondents rarely true, 18% of the respondents sometimes true, 14% of the respondents most of the time true and 27% of the respondents always true. Therefore we can understand that majority of the respondents always true. Figure no: 14 Distribution of respondents according to feel that organization problems are your own

30 25 20 15 10 5 0 Not at all true Rarely true Sometimes true Most of the time true

27% 19% 22% 18% 14%

Series1

Always true

47 TABLE NO: 15

Distribution of respondents according to training and expertise are utilized in your present role Not at all true Rarely true Sometimes true Most of the time true Always true Total No. of samples 13 35 21 15 16 100 Percentage 13 35 21 15 16 100

From the above table it is seen that 13% of the respondents not at all true, 35% of the respondents rarely true, 21% of the respondents sometimes true, 15% of the respondents most of the time true and 16% of the respondents always true. Therefore we can understand that majority of the respondents rarely true. Figure no: 15 Distribution of respondents according to training and expertise are utilized in your present role

40 35 30 25 20 15 10 5 0 Not at all true

35%

21% 13% 15%

16%

Series1

Rarely true

Sometimes true Most of the time true

Always true

48 TABLE NO: 16 Distribution of respondents according to enjoy their role very much

Not at all true Rarely true Sometimes true Most of the time true Always true Total

No. of samples 7 17 15 24 37 100

Percentage 7 17 15 24 37 100

From the above table it is seen that 7% of the respondents not at all true, 17% of the respondents rarely true, 15% of the respondents sometimes true, 24% of the respondents most of the time true and 37% of the respondents always true. Therefore we can understand that majority of the respondents always true.

Figure no: 16 Distribution of respondents according to enjoy their role very much

40 35 30 25 20 15 10 5 0 Not at all true Rarely true Sometimes true Most of the tim e true

37% 24% 17% 7% 15%

Series1

Always true

49 TABLE NO: 17 Distribution of respondents according to the power to take decisions in their role

Not at all true Rarely true Sometimes true Most of the time true Always true Total

No. of samples 13 15 31 26 15 100

Percentage 13 15 31 26 15 100

From the above table it is seen that 13% of the respondents not at all true, 15% of the respondents rarely true, 31% of the respondents sometimes true, 26% of the respondents most of the time true and 15% of the respondents always true. Therefore we can understand that majority of the respondents sometimes true. Figure no: 17 Distribution of respondents according to the power to take decisions in their role

35 30 25 20 15 10 5 0 Not at all true Rarely true

31% 26% 13% 15% 15%

Series1

Sometimes true Most of the time true

Always true

50 TABLE NO: 18 Distribution of respondents according to communicate frankly with their immediate supervisor No. of samples Percentage

Not at all true Rarely true Sometimes true Most of the time true Always true Total

23 24 22 17 14 100

23 24 22 17 14 100

From the above table it is seen that 23% of the respondents not at all true, 24% of the respondents rarely true, 22% of the respondents sometimes true, 17% of the respondents most of the time true and 14% of the respondents always true. Therefore we can understand that majority of the respondents rarely true. Figure no: 18 Distribution of respondents according to communicate frankly with their immediate supervisor

30

23%
25 20 15 10 5 0 Not at all true

24% 22% 17% 14%

Series1

Rarely true

Sometimes true Most of the time true

Always true

51 TABLE NO: 19 Distribution of respondents according to meet the expectations of their boss No. of samples 12 16 Percentage 12 16

Not at all true Rarely true

Sometimes true Most of the time true Always true Total

30 9 33 100

30 9 33 100

From the above table it is seen that 12% of the respondents not at all true, 16% of the respondents rarely true, 30% of the respondents sometimes true, 9% of the respondents most of the time true and 33% of the respondents always true. Therefore we can understand that majority of the respondents always true. Figure no: 19 Distribution of respondents according to meet the expectations of their boss

35 30 25 20 15 10 5 0 Not at all true Rarely true

30%

33%

16% 12% 9%

Series1

Sometimes true Most of the tim e true

Always true

52 TABLE NO: 20 Distribution of respondents according to employees who dont spend much time with their family Not at all true Rarely true Sometimes true No. of samples 22 33 22 Percentage 22 33 22

Most of the time true Always true Total

10 13 100

10 13 100

From the above table it is seen that 22% of the respondents not at all true, 33% of the respondents rarely true, 22% of the respondents sometimes true, 10% of the respondents most of the time true and 13% of the respondents always true. Therefore we can understand that majority of the respondents rarely true.

Figure no: 20 Distribution of respondents according to employees who dont spend much time with their family

35 30 25 20 15 10 5 0 Not at all true

33% 22% 22% 10% 13%

Series 1

Rarely true

Sometimes true Most of the time true

Always true

53 TABLE NO: 21 Distribution of respondents according to employees who have heavy work load Not at all true Rarely true Sometimes true Most of the time true Always true Total No. of samples 16 23 35 13 13 100 Percentage 16 23 35 13 13 100

From the above table it is seen that 16% of the respondents not at all true, 23% of the respondents rarely true, 35% of the respondents sometimes true, 13% of the respondents most of the time true and 13% of the respondents always true. Therefore we can understand that majority of the respondents sometimes true.

Figure no: 21 Distribution of respondents according to employees who have heavy work load

40 35 30 25 20 15 10 5 0 Not at all true Rarely true

35% 23% 16% 13% 13%

Series1

Sometimes true Most of the time true

Always true

54 TABLE NO: 22 Distribution of respondents according to employees who are not clear about the expectations of their role Not at all true Rarely true Sometimes true Most of the time true Always true Total No. of samples 29 26 24 9 12 100 Percentage 29 26 24 9 12 100

From the above table it is seen that 29% of the respondents not at all true, 26% of the respondents rarely true, 24% of the respondents sometimes true, 9% of the respondents most of the time true and 12% of the respondents always true. Therefore we can understand that majority of the respondents not at all true. Figure no: 22 Distribution of respondents according to employees who are not clear about the expectations of their role

35 30 25 20 15 10 5 0

29% 26% 24%

Series1

9%

12%

Not at all true

Rarely true

Sometimes true Most of the time true

Always true

55 CORRELATION Relationship between organization problems are your own and enjoy their role very much xy r = x 2 * y 2 X-20 X 19 22 18 x -1 2 -2 x2 1 4 4 Y 7 17 15 Y -13 -3 -5 Y-20 y2 169 9 25 xy 13 -6 10

14 27 100 x 2 =94 r =

-6 7 0 y 2 =508 xy

36 49 94

24 37 100 xy=116

4 17 0

16 289 508

-20 119 116

x 2 * y 2 116 = 9.69 * 22.53 116 = 218.52 = 0.5308

Interpretation: There is a positive correlation between the employees consideration towards this organizations problems as their own of the enjoyment of their own role.

56 CHI-SQUARE Relationship between perfection in the quality of work done and employees who have heavy work load Not at Rarely all true true Not at all true Rarely true Sometimes true 5 9 10 4 8 9 Sometimes true 3 2 7 Most of the time true 2 1 5 Always true 2 3 4 Total 16 23 35

Most of the time true Always true Total

7 6 37

2 4 27

1 2 15

2 1 11

1 0 10

13 13 100

H1= There is a true relationship between the perfection in the quality of work done & heavy work done . H0= There is no true relationship between the perfection in the quality of work done & heavy work done. X2 = (O-E)2 / E

O 5 9 10 7 6 4 8 9 2 4 3 2 7 1 5.92 4.32 2.4 1.76 1.6 8.51 6.21 3.45 2.53 2.3 12.95 9.45 5.25 3.85 E 57 O-E -0.92 4.68 7.6 5.24 4.4 -4.51 1.79 5.55 -0.53 1.7 -9.95 -7.45 1.75 -2.85 (O-E) 2 0.84 21.90 57.76 27.45 19.36 20.34 3.20 30.80 0.28 2.89 99.00 55.50 3.06 8.122 (O-E) 2 /E 0.14 5.06 24.06 15.59 12.1 2.39 051 8.92 0.11 1.25 7.64 5.87 0.58 2.10

2 2 1 5 2 1 2 3 4 1 0

3.5 4.81 3.51 1.95 1.43 1.3 4.81 3.51 1.95 1.43 1.3

-1.5 -2.81 -2.51 3.05 0.57 -0.3 -2.81 -0.51 2.05 -0.43 -1.3

2.25 7.89 6.300 9.30 0.32 0.09 7.89 0.26 4.20 0.18 1.69

0.64 1.64 1.79 4.76 0.22 0.06 1.64 0.07 2.15 0.12 1.3 100.72

100.72 -------> calculated 26.3 -------> Table Value V = (r-1)*(c-1) = (5-1)*(5-1) = (4)*(4) = 16

At 5% of significance at value 16. The table values 26.3 Interpretation: As the calculated value is higher than the table value the project (Ho) is rejected. 58

CHA PTER-V

FIN DINGS AND SUGGESSTIONS

CHAPTER- V

FINDINGS AND SUGGESTI ONS Findings The study was conducted to find out the strategies adopted to manage stress of the employees of Aishweriya Rubber Products, Coimbatore. According to gender 60% of the respondents are male and only 40% of the respondents are female. Therefore majority of the respondents are male. According to marital status 75% of the respondents are married and only 25% of the respondents are single. Therefore majority of the respondents are married. According to their educational qualification 16% of the respondents are post graduate, 24% of the respondents are HSC, 49% of the respondents are graduate and 11% of the respondents are primary. Therefore according to their qualification most of the respondents are graduate. According to experience 38% of the respondents are between 5-10 years, 22% of the respondents are between 10-20 years, 31% of the respondents are below 5 years and 9% of the respondents are above 20 years. Therefore according to experience most of the respondents are between 510 years. According to their work before office time 45% of the respondents are working before office time and 55% of the respondents are not working before office time. Therefore we can understand that majority of them are doing their job after office time.

59. According to their office work at home 49% of the respondents are doing their work at home and 51% of the respondents are not doing their work

at home. Therefore we can understand that majority of them are not doing their job at home. According to their work during lunch break 36% of the respondents are working during lunch break and 64% of the respondents are not working during lunch break. Therefore we can understand that majority of them are not doing their job during lunch break. According to their wake up 47% of the respondents wake up between 5a.m & 6a.m, 34% of the respondents wake up between 6a.m &7a.m and only 19% of the respondents wake up between 4a.m &5a.m. Therefore we can understand that majority of the respondents wake up between 5a.m and 6a.m. According to their resting time 50% of the respondents go to bed between 10p.m & 11p.m, 32% of the respondents go to bed after 11p.m and only 18% of the respondents go to bed between 9p.m &10p.m. Therefore we can understand that majority of the respondents go to bed between 10p.m and 11p.m. According to solve the problems related to work without anybodies help 20% of the respondents not at all true, 20% of the respondents rarely true, 17% of the respondents sometimes true, 19% of the respondents most of the time true and 24% of the respondents always true. Therefore we can understand that majority of the respondents always true. According to lie awake at night thinking of the next days work 25% of the respondents not at all true, 32% of the respondents rarely true, 29% of the respondents sometimes true, 4% of the respondents most of the time true and 10% of the respondents always true. Therefore we can understand that majority of the respondents rarely true.

60 According to always insist on perfection in the quality of work done 3% of the respondents not at all true, 23% of the respondents rarely true, 21%

of the respondents sometimes true, 17% of the respondents most of the time true and 36% of the respondents always true. Therefore we can understand that majority of the respondents always true. According to feel that organization problems are your own 19% of the respondents not at all true, 22% of the respondents rarely true, 18% of the respondents sometimes true, 14% of the respondents most of the time true and 27% of the respondents always true. Therefore we can understand that majority of the respondents always true. According to training and expertise are utilized in your present role 13% of the respondents not at all true, 35% of the respondents rarely true, 21% of the respondents sometimes true, 15% of the respondents most of the time true and 16% of the respondents always true. Therefore we can understand that majority of the respondents rarely true. According to enjoy their role very much 7% of the respondents not at all true, 17% of the respondents rarely true, 15% of the respondents sometimes true, 24% of the respondents most of the time true and 37% of the respondents always true. Therefore we can understand that majority of the respondents always true. According to the power to take decisions in their role 13% of the respondents not at all true, 15% of the respondents rarely true, 31% of the respondents sometimes true, 26% of the respondents most of the time true and 15% of the respondents always true. Therefore we can understand that majority of the respondents sometimes true. According to communicate frankly with their immediate supervisor 23% of the respondents not at all true, 24% of the respondents rarely true, 22% of the respondents sometimes true, 17% of the respondents most of the time true and 14% of the respondents always true 61 According to meet the expectations of their boss 12% of the respondents not at all true, 16% of the respondents rarely true, 30% of the respondents

sometimes true, 9% of the respondents most of the time true and 33% of the respondents always true. Therefore we can understand that majority of the respondents always true. According to employees who dont spend much time with their family 22% of the respondents not at all true, 33% of the respondents rarely true, 22% of the respondents sometimes true, 10% of the respondents most of the time true and 13% of the respondents always true. Therefore we can understand that majority of the respondents rarely true. According to employees who have heavy work load 16% of the respondents not at all true, 23% of the respondents rarely true, 35% of the respondents sometimes true, 13% of the respondents most of the time true and 13% of the respondents always true. Therefore we can understand that majority of the respondents sometimes true. According to employees who are not clear about the expectations of their role 29% of the respondents not at all true, 26% of the respondents rarely true, 24% of the respondents sometimes true, 9% of the respondents most of the time true and 12% of the respondents always true. Therefore we can understand that majority of the respondents not at all true.

62 Suggestions

The following suggestions are made to improve the organizational performance and for a sound organizational position. The firm can increase the organizational strength by increasing the number of workers. The firm can use Collateral Stress Programs like Stress management programs, Health promotion programs and Screening programs to detect signs of stress. Since team work is very important in the work place. More entertainment program can be conducted for the employees to reduce the work stress. In order to reduce the heavy work load of the employees more employees can be appointed. More remuneration should be given to the employees doing more work.

63

CHAPTER-VI CONCL USION

CHAPTER- VI CONCLUSI ON

The present study concerned about organizational stress among employees of Kumudam Publications Pvt, Ltd., on the basis of the results of the study is able to find out the strategies adopted by the employees to manage stress. . Organizational stress measures show that the organizational position of Kumudam Publications Pvt.Ltd.. In order to maintain a stress less satisfactory organizational position and also to prevent chances of stress. stress. Kumudam Publications Pvt.Ltd. can use both institutional and collateral programs to reduce

64

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Publishers and Distributors, New Delhi.

D.D. Sharma, Marketing Research, Sultan Chand and Co. Ltd., New

Delhi. Baron A.R., Gerald , 1983, Behaviour in Organization Allyn and Bacon publications Brown 1991, physical fitness, resistance to stress and personal help allyn and bacon publications Charles Worth, E.A. and Nathan R.G, 1985, stress management, a comprehensive guide to your wellbeing. Coleman, Vernon, 1981 Stress control, Tata Mc Graw Hill Publications Cooper, L Cary 1982, stress research tata mc graw hill publications Davis K, 1972 human behavior at work ., organizational behavior, tata mc graw hill publications Bunham 1980, hand book of industrial and organization psychology Mearlly college publishing co. Hari gopal K, 1995, organizational stress sulthan chand sons publications. Holmes and Masuda, 1974, stress full life events, behavioral in organization. Allyn and bacon publications.

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ANN EXURE
QUESTIONNAIRE A STUDY ON STRESS MANAGEMENT AMONG EMPLOYEES IN KUMADAM PUBLICATION PVT LTD AT CHENNAI. 1. Name of the employee: 2. Age 3. Gender 4. Marital status Primary [ ] Below 5 years [ ] 10-20 years Yes [ ] Yes [ ] Yes [ ] Yes [ ] [ ] No [ ] No [ ] No [ ] No [ ] Between 5am & 6am [ ] : : Male [ ] : Single [ ] HSC [ ] Female [ ] Married [ ] Graduate [ ] 5-10 years [ ] 20 & above [ ] Post Graduate [ ]

5. Educational qualification 6. Experience of the employee in the organization.

7. Whether you will do your work before office time? 8. Whether you will do your work after office time? 9. Whether you will do your office work at home? 10. Whether you will do your work during lunch time? 11. When will you woke up? Between 4am & 5am [ ]

Between 6am & 7am [ ] 12. When will you take rest? Between 9pm & 10pm [ ] After 11pm [ ] Between 10pm & 11pm [ ]

66 13. When you have a problem related to work, you like to solve it yourself, without anybodies help? [ ] Not at all true [ ] Most of the time true [ ] Not at all true [ ] Rarely true [ ] Always true [ ] Rarely true [ ] Some times true [ ] Some times true

14. You lie awake at night thinking of the next days work. [ ] Most of the time true [ ] Always true 15. You always insist on perfection in the quality of work done. [ ] Not at all true [ ] Rarely true [ ] Some times true [ ] Most of the time true [ ] Always true 16. You feel that the organizations problems are your own. [ ] Not at all true [ ] Rarely true [ ] Some times true [ ] Most of the time true [ ] Always true 17. Your training and expertise are utilized in your present role [ ] Not at all true [ ] Rarely true [ ] Some times true [ ] Most of the time true [ ] Always true 18. You enjoy your role very much [ ] Not at all true [ ] Rarely true [ ] Some times true [ ] Most of the time true [ ] Always true 19. You have power to take decisions in your role [ ] Not at all true [ ] Rarely true [ ] Some times true [ ] Most of the time true [ ] Always true 20. You communicate frankly with your immediate supervisor [ ] Not at all true [ ] Rarely true [ ] Some times true

[ ] Most of the time true [ ] Always true 21. You want to meet the expectations of your boss [ ] Not at all true [ ] Rarely true [ ] Some times true [ ] Most of the time true [ ] Always true

67 22. You dont spend much time with your family [ ] Not at all true [ ] Rarely true [ ] Some times true [ ] Most of the time true [ ] Always true 23. You have too heavy work load [ ] Not at all true [ ] Rarely true [ ] Some times true [ ] Most of the time true [ ] Always true 24. You are not clear about the expectations of your role [ ] Not at all true [ ] Rarely true [ ] Some times true [ ] Most of the time true [ ] Always true 25. Any suggestions to avoid stress among employees.

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