Study on Employee Stress Management in Pushpa Pipes

A STUDY ON EMPLOYEE STRESS MANAGEMENT IN PUSHPA PIPES PRIVATE
LIMITED AT MADURAI
ABSTARCT
The flagship company of PUSHPA PIPES PRIVATE LIMITED AT MADURAI was a

humble yet pioneering beginning made by its founder and chairman and with the team of
professionals who are expert in their respective fields with his courage of conviction and his
undeterred pursuits for growth and excellence, the company has assumed its present size and
credence of global significance.
A strange new disease has found its way into lives of people of this industrialized
nation of the world. The most common disease is headache. Not only is this, but diseases like
heart attack, high Blood Pressure, stomach disorders, and skin diseases very common to the
people in the present world. These have become the effects of stress and have become most
common in many of the organizations, now-a-days.
Stress is an all pervading modern phenomenon that takes a heavy toll of human life.
Different situations and circumstances in our personal life and in our job produce stress. We shall
divide them into factors related to the organization or job factors related to the person which
include his experience or personality traits
CHAPTER I
INTRODUCTION
Stress is a part of day-to-day living of every individual.

Thecollege students may experience stress in meeting the academicdemands, people on the job,
business men may suffer stress to reach office in time and to complete the projects on time and
even the household ladies may experience stress in managing the home affairs and to look for the
maid servant. The reasons for the stress differ from person to person. The stress people
experience should not be necessarily treated as harmful. An optimum amount of stress can
always act as an energizer or motivator and propel people to apply the efforts and complete the
work. But a high level of stress can be serious threat to the personality trails of the individual and
can cause physiological and social problems.
WHAT IS STRESS?
Stress is the "wear and tear" our bodies experience as we adjust to our continually
changing environment; it has physical and emotional effects on us and can create positive or
negative feelings his particular study about Work Stress Management is restricted within the
organization.
IMPORTANCE OF THE STUDY

20TH century has been regarded as the period of incredible change in human
history. Philosophers and scientists have been various names to this period. Peter Drucker has
called it “The Age of Discontinuity”, John Galbraith has called it “The Age of Future Shock”
and Hari Albrecht called it “The Age of Anxiety”.
Stress has become the 21 century buzz word, from the high pervading corporate
echelons to the bassinets of teaching infants’ nurseries we find this world liberally used. Stress is
part of modern life. Various events in life cause stress, starting with the birth of a child and
enduring with the death of a dear one.
Urbanization, industrialization and the increase scale of operations in society are some
of the reasons for rising stress. It is an inevitable consequence of socio-economic complexity and
to some extent, its stimulant as well. People experience stress as they can no longer have
complete control over what happen in their lives. The telephone goes out of order, power is shut
down, water supply is disrupted, children perform poorly at school etc, we feel frustrated and
then stressed.
The word stress is derived from a Latin word “stringere”, meaning to draw tight. From
the view point of physical sciences, the phenomena of stress are evident in all materials when
they are subjected to “force, pressure, strain or strong-front”. Every material steel, rock or wood
has its own limit up to which it can withstand stress without being damaged. Similarly human
beings can tolerate certain level of stress. Stress is highly individualistic in nature. Some people
have high levels of stress tolerance for stress and thrive very well in the face of several stressors
in the environment. In fact, some individuals will not perform well unless they experience a level
of stress which activates and energizes then to put forth their best results.
For every individual there is an optimum level of stress under which he or she will
perform to full capacity. If the stress experience is below the optimum level, then the individual
gets bored, the motivational level of work reaches a low point and it results to careless mistakes,
forgetting to do things and thinking of things other than work during work hours and also leads
to absenteeism which may ultimately lead to turnover. If on the other hand, stress experience is
above the optimum level, it leads to too many conflicts with the supervisor or leads to increase of
errors, bad decisions and the individual may experience insomnia, stomach problems, and
psychosomatic illness.
The present world is fast changing and there are lots of pressures and demands at work.
These pressures at work lead to physical disorders. Stress refers to individual’s reaction to a
disturbing factor in the environment. It is an adaptive response to certain external factor or
situation or what can be called environmental stimuli as reflected in an opportunity, constraint, or
demand the outcome of which is uncertain but important. In short stress is a response to an
external factor that results in physical, emotional, behavioral deviations in a person.
Stress is an all pervading modern phenomenon that takes a heavy toll of human life.
Different situations and circumstances in our personal life and in our job produce stress. Those
can be divided into factors related to the organization and factors related to the person which
include his experience and personality traits. Job related factors are work overload, time
pressures, poor quality of supervision, insecure political climate, role conflict and ambiguity,
difference between company values and employee values. Person related factors are death of
spouse, or of a close friend, family problems, change to a different line of work, prolonged
illness in the family, change in social activities, eating habits, etc.,
Personality traits are ‘Type A’ personality. They are impatient, ambitious, competitive,
aggressive, and hardworking. They set high goals and demands of themselves and others. And
they are particularly prone to stress inducing anticipatory emotions such as anxiety.
REMEDIES TO REDUCE STRESS
There are two major approaches to reduce stress. They are,
 Individual approaches
 Organizational approaches
INDIVIDUAL APPROACHES
An employee can take individual responsibility to reduce his/her stress level.
Individual strategies that have proven effective include, implementing time management
techniques, increasing physical exercise, relaxation training, and expanding the social support
network.
 Time management
Many people manage their time very poorly. Some of well known time
management principles include,
o Making daily list of activities to be accomplished
o Scheduling activities according to the priorities set
o Prioritizing activities by importance and urgency
o Knowing your daily cycle and handling the most demanding parts of your job.
 Physical exercise
Practicing non-competitive physical exercises like aerobics, race walking,
jogging, swimming, and riding a bi-cycle.
 Relaxation training
Relaxation techniques such as meditation, hypnosis and bio-feedback. The
objective is to reach in state of deep relaxation, where one feels physically relaxed, somewhat
from detached from the immediate environment. Fifteen or twenty minutes a day of deep
relaxation releases tension and provides a person with a pronounced sense of peacefulness.
 Social support
Having families, friends or work colleagues to talk provides an outlet, when
stress levels become excessive. So expand your social support network that helps you with
someone to hear your problems.
ORGANIZATIONAL APPROACHES
Several of the factors that cause stress particularly task and role demands and
organizations structure are controlled by management. As such they can be modified or changed.
Some of the strategies that management want to consider include improved personal self section
and job placement, use of realistic goal setting, redesigning of jobs, improved organizational
communication and establishment of corporate wellness programmes.
Certain jobs are more stressful than others. Individual with little experience or an
external lower of control tend to be more proven to stress. Selection and placement decisions
should take these facts into consideration. Goal setting helps to reduce stress. It also provides
motivation. Designing jobs to give employees more responsibility, more meaningful work, more
autonomy, and increased feedback can reduce stress, because these factors give the employee
greater control over work activities and lessen dependence on others.
Increasingly formal organizational communication with employees reduces
uncertainly by lessency role ambiguity and role conflict. Wellness program, say, employee
counseling form on the employee’s total physical and mental condition. They typically proud
work ships to help people quit smoking, control alcohol usage, eat better and develop a regular
exercise program.
Another remedy for reducing stress is cognitive restructuring. It involves two
step procedures. First irrational or maladaptive thought processes that create stress are identified.
For example Type an individuals may believe that they must be successful at everything they do.
The second step consists of replacing these irrational thoughts with more rational or reasonable
ones.
One important remedy to reduce stress is the maintenance of good sleep. Research
conducted on laboratory specimen to have met with startling discoveries. Sleep starved rats have
developed stress syndrome. The amount of sleep one requires varies from person to person and is
dependent on one’s lifestyle. The American National Sleep Foundation claims that a minimum of
eight hours of sleep is essential for good health. Generally studies shows that young adults can
manage with about 7-8 hours. After the age of 35, six hours of sleep is sufficient whereas people
over 65 years may just need three or four hours.
COMPANY PROFILE
Corporate u25209tn1995ptc033868
Identification Number
Company Name Pushpa Pipes Private Limited
Year of Foundation 1995
Registrar of RoC-Chennai
Companies
Registration Number 033868
Line of Business Manufacture of polymer/ synthetic / PVC water storage tanks and other
plastic products n.e.c.
Parent Line of Manufacture of plastic products
Business
Top Line of Business Manufacture of plastic products
principal business Manufacturing (Metals & Chemicals, and products thereof)
activity
Company Category Company Limited by Shares
Company Sub Indian Non-Government Company
Category
Class of Company Private
Office Address 200 & 201, EAST VELI STREET II FLOOR, MADURAI Tamil Nadu
INDIA 625001
State Tamil Nadu
Authorized capital (in 25000000
Rs.)
Paid up capital (in Rs.) 23550000
Date of Incorporation 15/12/1995
Company Status (for ACTIVE
eFiling)
COMPANY PROFILE
Pushpa Pipes Private Limited is a Private incorporated on 15 December 1995. It is classified as
Non-govt Company and is registered at Registrar of Companies, Chennai. Its authorized share
capital is Rs. 35,000,000 and its paid up capital is Rs. 30,820,000.It is inolved in Manufacture of
plastic products
Pushpa Pipes Private Limited's Annual General Meeting (AGM) was last held on 30 September
2017 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet was last
filed on 31 March 2017.
Directors of Pushpa Pipes Private Limited are Ramesh Prithivirajan, Neeruthirajan, .
Pushpa Pipes Private Limited's Corporate Identification Number is (CIN)

U25209TN1995PTC033868 and its registration number is 33868.Its Email address is
pushpapipe@gmail.com and its registered address is 200 & 201, EAST VELI STREET II
FLOOR, MADURAI TN 625001 IN , - , .
Current status of Pushpa Pipes Private Limited is – Active

MISSION
Our mission is to become a market leader by being one of the providers of the Best Quality
Products through applying continuous expansion, applying new technologies, better business
practices, meeting market expectations and attaining employee satisfaction.
We believe in returning back to society thus working to tap potential of non- renewable energy
sources.
Pushpa PIPES is one of the unique organizations that internally audit its CSR activities.
Our mission is to become the market leader by being one of the providers of Best Quality
Products. On the other hand, we are committed to work in close association with our valued
customers to comprehend their long-term needs.
VISION STATEMENT
Our vision is to achieve USD 100 million of turnovers by 2020. We aspire to become the leader
in the field of Plastic Piping Systems, through the restless process of transforming Innovative
ideas into amazing realities.
We are on continuous Endeavour to optimize our production, processes and quality control
systems to remain competitive and leader in the market. Achieving total customer satisfaction by
continually improvising on the product quality, ease of use, availability, and cost-performance,
extend the reach of the customers to the best, latest and cost effective products.
We are relentless in our commitment to quality and customer service for an extended period.
Since the very first day of our inception, customer service is our main vision and mission. We
believe in conducting business with trust and quality, and it is evident from our huge base of a
target audience in the Indian market.
QUALITY POLICY
 Pushpa Pipes Limited strives to achieve complete customer satisfaction by consistently
matching or exceeding expectations. We aspire to be an innovative, responsive supplier
of the best quality products, with the world as the market. We dedicate ourselves to
continual improvements in product quality and customer service through...
 Updating & Implementing Material & Process Innovations to maintain & improve
product quality & consistency.
 Researching improvements to add to the quality standards of the products.
 Providing our units with the latest equipments & procedures complying with international
standards
 Continuous improvements in unit operations, processing systems & logistics, to optimise
the manufacturing process & yield maximum output.
 Motivating & Training the staff to improvise on the process and quality control systems.
 Conducting internal quality audits and reviews for an ongoing evaluation, validation and
improvement of the quality control systems.
 Customers are a key source of feedback on quality and product performance, we
welcome suggestions and constructive criticism, which forms the basis of improvements
QUALITY OBJECTIVES
 Consistently delivering quality products matching the set specifications, contractual,
regulatory and statutory requirements.
 Keeping our products & services to provide "Value for Price" & "Cost-Effective" as per
the application, customer & market needs.
CHAPTER II
REVIEW OF LITERTURE
REVIEW OF LITERTURE
1. VasudhaVenugopal, (2010), an increasing number of IT professionals have been finding

it difficult to handle emotional stress, according to experts. An occupational hazard,' the
stress related to work needs to be addressed without delay, they emphasize. Coping with
stress and striving for mental health welfare should be a matter of concern for all and not
treated simply as a lifestyle problem of the IT phenomenon', says NithyaChandrasekaran,
a consultant physician for many IT companies in the city.
2. Post-recession, employees feel pressured to perform well. Regular occupational problems
such as wrist problems due to constant handling of the mouse, slip disc and eye fatigue
are common now, but handling stress that arises owing to fear of losing job or to cope
with the increasing competition, affects the employee's performance, eventually, taking a
major toll on his health, doctors explain. As if to acknowledge the prevalence of high
levels of stress among employees, many IT companies have ―help hotlines that provide
counseling intervention to their employees who face stress or psychological fatigue.
Companies are also trying to help employees combat stress better. Companies such as
Infosys, Tata Consultancy Services, Cognizant and Wipro have regular ―stress breaks
intended to help the employees strike a healthy balance between work and fun.
3. Deshmukh N.H. (2009), Stress and life satisfaction among working and non working
women from similar levels of socio economic status of the society, resulted that there was
no significant difference in physical and family stress among working and non working
women. Role stress was significantly higher among working than non working women.
Life satisfaction was better in working women than non working women.
4. Gillian E. Hardy, David Woods and Toby D. Wall (2003), Psychological distress
particularly depression was found to predict absence, with higher levels of distress
predicting a greater number of days and number of times absent. Job satisfaction and
psychological distress independently predicted levels of absence. The psychological
distress – absence relationship was not moderated by demographic variables.
5. Michael R. Frone (2008), the relationship of work stressors, those work over load and job
insecurity, to employees alcohol use illicit drug use resulted, support the relation of work
stressors to alcohol and illicit drug use before work, during the workday, and after work.
6. Shane Schick, (2007), stressed IT professionals who use a balance of problem-focused
coping strategies and emotion-focused coping strategies are most successful in dealing
with the stress of staying perpetually up-to-date.
7. The study highlights the importance of monitoring the stress that results from the
constant demand on IT professionals to update their technical skills because the threat of
technical obsolescence may result in a higher rate of absenteeism, work burnout and a
desire to change careers. Managers can help by providing IT professionals with concrete
resources such as research time, opportunities to attend courses, and physical facilities
that facilitate trial and error. IT professionals who deploy different combinations of
coping strategies end up with different levels of distress. They fared best by using a
combination of problem-focused coping and emotion-focused coping.
8. Vijay V. Raghavan, (2010), The effect of flexible work schedule, employee support and
training, and telecommuting as potential coping resources to relieve stress. Perceived
workload, role ambiguity, work facilitation, and decision latitude are potential stressors
of IT professionals. Removing role ambiguity and improving work facilitation reduce
work-related stress and allowing employees to have flexible work schedules ease their
perceptions of workload.
9. SahanaCharan, (2007), High work pressure, long hours in front of the computer and a
fast-paced lifestyle, if these factors team up to weaken your physical health, here is one
more strong reason why they are simply unhealthy: mental health professionals are now
convinced that an increasing number of persons working in the IT and IT-enabled
services sector fall prey to depression, because of the high stress they undergo.
10. Murali Raj, (2009), Depression is usually related to work and stress these people undergo
because of the pressure to perform better, compete with other colleagues and meet tight
deadlines. Most of their work is target-oriented and if targets are not met, it can lead to
anxiety. Peers are not very supportive as they also competing in the same field.
Moreover, insecurity about the job may lead to feelings of expression.
11. Kamala Balu, (2002), most stress management programmes focus attention on the
individual either assisting employees or help them to cope with job-related stressors.
There is more concern in organizations with coping with the consequences of stress
rather than eliminating or reducing the actual stressors themselves. Wide range of stress
reducing programmes for employees rather then interventions to change the nature of
work which would bring a more effective solution for the problem. Employee assistance
programmes such as counseling and support services for employees have shown a
promising approach of dealing with stress, however their effectiveness is limited.
Training or counselling employees to cope with stress are just short-term solutions but
have long-term benefits for mental health and well-being.
12. Elkin and Rosch (1990) have summarized a wide range of other strategies which are
directed towards increasing worker autonomy, participation and control. These strategies
include: redesigning tasks, redesigning the physical work environment, role definition
and clarification, establishing more flexible work schedules, participative management,
employee-centered career development programmes, providing feedback and social
support for employees and more equitable reward system.
13. The research study of Jamal. M* finds that job stressors were significantly related to
employees’ psychosomatic problems, job satisfaction, unproductive time at the job, and
absenteeism. Type A behavior was found to be an important moderator of the stress
outcome relationship.
14. Brief. A. P. and J. M. Atieh*, argues that it is not safe to assume that job conditions that
have an adverse impact on affective reactions to the job will also have a negative impact
on overall subjective well-being.
15. Fienmann views stress as a psychological response state of negative effect characterized
by a persistet and a high level of experienced anxiety or tension. Recent research into the
interaction between the mind body show that we may place our body on stress ‘alert’
quite unconsciously, because of our psychological and emotional attitudes to stress.
Anticipatory emotions like impatience, anxiety, and anger can produce the same nerve
impulses and chemical reactions as being faced with a concrete challenge. So when faced
with a stressful situation, we must either use up the energy created by the body to
challenge or learn how to “turn off”, the response using a conscious relaxation technique.
16. Jamal M. “Job stress-prone Type A behavior, personal and organizational consequences”,
Canadian Journal Administration Sciences, 1985. pp 360-74.
17. Brief. A. P and J. M. Atieh, “Studying job stress: Are we making mountains out of
molehills?” Journal of occupational behavior, 1987 pp115-26.
18. Hans Seyle, the endocrinologist, whose research on General Adaptation Syndrome
(GAS), for the first time, revealed how human beings adapt themselves to emotional
strives and strains in their lives. According to him emotional stress occurs in three
important stages. 1. Alarm reaction stage 2. Resistance stage 3. Exhaustion stage.
19. Alarm reaction is caused by physical or psychological stressors. Resistances are brought
about by ACTH hormone of the body. Exhaustion follows when ACTH dwindles as a
result of continual stress. (ACTH-Aprinocorticotropic)
20. According to Stephen .P. Robbins*, stress related headaches are the leading cause of loss
of work time in U. S. industry.
21. Cooper and Marshall* visualize stress as characteristics of both the focal individual and
his environment. They designate the internal and external consultive forces as ‘pressures’
or ‘stressors’ and the resulting stalk of the organism on stress.
22. According to Lazarus and Folkman (1984), stress occurs when the demands that are
being placed upon a person tax or exceed available resources as appraised by the
individual involved. When a stressful situation actually occurs, one often forgets all of
the knowledge obtained on stress and how to effectively manage it. Such a response is
part of being human since man is vulnerable like all other living things.
23. The workplace stands out as a potentially important source of stress purely because of the
amount of time that is spent in this setting. However, the stress inducing features of the
workplace go beyond simply the time involved. With the 17 financial security and
opportunities for advancement of individuals being dependent upon their performance,
the pressure to perform often makes the work situation potentially very stressful
(Faulkner and Patiar, 1997).
24. By comparison, in Japan, health care providers, production factory workers, VCT
workers, salesmen, middle managers of enterprises, and educators at all levels have been
identified as being most likely to encounter workplace stress. However there are
differences between Japan and the United States, in regards to work related stress, likely
is due to the cultural differences that exist within the work environments. What workers
in one country perceive as stressful, workers in the other country may not perceive as
stressful. In addition, the role expectations in the respective work settings are likely to
differ between the two countries. Unfortunately, limited research and publications
existence that compare work stress across cultures within the work environment (Lambert
and Lambert, 2001).
25. High levels of stress may also result in increased staff turnover, higher accident rates,
more physical ill-health, more psychological ill-health and absenteeism. Absenteeism in
particular has become a major concern in industrialized 18 countries because of its
economical consequences. For instance, sickness absence figures show that the loss of
working days for industry in the US amounts to about 550 million (3–7%) each year and
for the UK this figure is 3.7% of the total number of working days (Van Rhenen et al.,
2007).
26. Stress and job burnout also are related to specific demands of work, including overload,
variations in workload, role conflict, and role ambiguity. Workers who perceive a high
level of stress and resulting job burnout have poor coping responses and lack of job
satisfaction, which often erode commitment to the organization and lead to higher
turnover (Lee and Ashforth, 1996).
27. Abrahamsson (2000) explained that working environment problems should be regarded
as production problems in order to achieve the economic gains. Human suffering and
economic losses (the loss of man power and productivity, increased cost towards medical
expenses, compensation and other hidden liabilities such as replacement labour and
modification of workplace) are the constant reminders to implement better organizational
work design, planning of work time, work safety standard and control technologies (Nag
and Patel, 1998).
28. Gray (2000) stated that occupational health experts and others concerned with employee
health and medical expenses are beginning to recognize that the hidden costs of stress are
enormous. Apparently work-related stress is estimated to be the biggest occupational
health problem in the United Kingdom (UK), after 19 musculoskeletal disorders such as
back problems and stress related sickness absences cost an estimated £4 billion annually.
29. The Canadian Mental Health Association (CMHA) says that emotional distress and
mental illness account for 20-30% of all employee absenteeism and industrial accidents.
Between 1990 and 1999, a 220-per-cent increase in stress cases was reported by
employee assistance programs, according to the managing director of the Canadian
Institute of Stress (Bauer, 2003). Seventy-nine percent of participants in Watson Wyatt’s
(2002/2003) ‘Staying@Work Canada’ survey indicated that psychological conditions
(depression, anxiety, stress and other conditions that affect the psychological health of
employees) were the leading cause of shortterm disability (STD) claims, while 73 percent
confirm that these conditions are also the leading cause of long-term disability (LTD)
claims. The same survey estimated that most companies spend 2 to 3 per cent of their
payroll on short-term disability claims, of which half may be stress-related. A recent
report from Health Canada (2002) puts the costs associated with mental health disorders
in the workplace at nearly 14 percent of the net annual profits of Canadian companies,
with a price tag of up to $16 billion annually. This report also suggested that employees
who experience work stress (caused by interpersonal, job-control and management
problems) are six times more likely than others to be absent from work for six or more
days.
30. The United Kingdom Department of Health and the Confederation of British Industry
have estimated that 15 to 30 percent of workers will experience some form of mental
health problems during their working lives. The most recent research from the HSE
(2002) suggests that since 1995 the number of working days lost to stress, anxiety and
depression in the UK has more than doubled. In 2001, more than 13 million days were
lost because of stress, which affects one in five of all employees at a cost of up to £3.8
billion.
31. In the USA in 2000, on any given day 3.9% of employees in US workforce are absent
from work (Bureau of Labour Statistics, 2002). In 1998 costs associated with 8.3 million
work related injuries and 5,100 work deaths resulted in 125 million lost work days and
cost American business $125 billion in wage and productivity losses, health care costs
and administrative expenses (Di Guida, 1995). These are the direct quantifiable costs,
however, they represent only a portion of the costs. The indirect costs, which include the
cost of hiring and training replacement employees, lost profits, loss of customers,
decreased employee morale and efficiency, time lost by supervisors and other employees
at the accident; are estimated to be about 5 to 15 times higher (Kalina, 1998). Estimates
of the national cost of depression (USA 1990) range from $30-$44 billion of which close
to $12 billion is in lost work days each year. A further $11 billion in costs accrue from
decreased productivity due to problems with concentration, memory, decision-making.
32. Studies released by the ILO (2000) on mental health policies and programs affecting the
workforces of Finland, Germany, Poland, United Kingdom and United States showed that
the incidence of mental health problems is increasing. It reported that as many as one in
10 workers suffer from depression, anxiety, stress or burnout. In some cases, these
problems lead to unemployment and hospitalization. The findings of the report included:
Clinical depression has become one of the most common illnesses in the U.S., affecting
one in 10 working-age adults, resulting in a loss of approximately 200 million working
days per year More than 50 percent of the Finnish workforce experiences some kind of
stressrelated symptoms, such as anxiety, depressive feelings, physical pain, social 3
exclusion and sleep disorders. Seven percent of Finnish workers suffer from severe
burnout, leading to exhaustion, cynicism and sharply reduced professional capacity.
Mental health disorders are the leading cause of disability pensions in Finland.
33. Mrs. Caral Lopes, Ms. Dhara Kachalia, (2016)1 they have conducted a study in private
and public banks. They have shown that the technological growth has revolutionized the
way banking sector works and the competition is globalised now way days because of the
economic condition. The level of stress faced by the employees in banking sector is also
growing rapidly. The study found that there is a significant relationship between type of
the banks, age, gender and education, job, role, interpersonal relationship and Impact of
occupational stress. So the banking sector employee should adopt new coping strategies
for maintaining good physical and mental condition to improve productivity.
34. B.kishori & B.vinothini (2016)2 the authors have found that productivity of the work
force is decisive factor for the success of an organization is concerned. In an age of
highly dynamic and competitive world, an employee is exposed to all kinds of stressors
that can affect them on all realms of life. The research intended to study the impact of
occupational stress on Nationalized Bank employees.
35. Priyanka Das1, Alok Kumar Srivastav (2015)3 they have identified that banks must
manage people at work to improve physical work environment, If the organizations
enhance the psychological well-being and health of the employees, the organizational
revenue will increase and there will be employee retention as well. Because of “A
Healthy Employee is a Productive Employee”. they concluded that the level of stress
among the select public sector banks are found to be limited and if the necessary action
taken by the management that will help to relieve the stress of the employees and also
help to impact more productive employees that will help the banks to achieve greater
heights
36. Priyanka Das1, Alok Kumar Srivastav (2015)3 they have identified that banks must
manage people at work to improve physical work environment, If the organizations
enhance the psychological well-being and health of the employees, the organizational
revenue will increase and there will be employee retention as well. Because of “A
Healthy Employee is a Productive Employee”. they concluded that the level of stress
among the select public sector banks are found to be limited and if the necessary action
taken by the management that will help to relieve the stress of the employees and also
help to impact more productive employees that will help the banks to achieve greater
heights.
37. Ementa, Christiana Ngozi (2015)4 the study looked into the bank secretaries’ perceived
causes of stress, its effect on their performance and effective strategies for coping with
stress. The study showed that bank secretaries consider most of the work functions as
causes of stress in the workplace, and these stressors has great effect on their
performance, and have considered a number of factors as effective strategies for coping
with occupational stress. This study concluded that bank secretaries experience a lot of
work stress as they carry out their administrative and clerical functions in the bank. The
study further revealed that gender; work experience and marital status do not significantly
affect respondents’ mean rating on causes of stress, effect of the stressors to performance
and effective coping strategies.
38. Dr. P.Kannan &Suma.U (2015)5 in order to manage stress the organization has to
encourage employee development and embark on training interventions for employees.
Training specifically related to policies and policy implementation is a key priority.
Stress in banking sector is mostly due to excess of work pressure and work life imbalance
the organization should support and encourage taking up roles that help them to balance
work and family.
39. Dr. Vishal Samartha &Dr. Mushtiary Begum, et al. (2014)6 the stress is unavoidable in
any occupation and banking is no exception. This study found that factors such as
performance pressure; inadequate planning at workplace, change to adaptability; family
demands and lack of efficient manpower caused more stress among the bank employees.
40. Enekwe, Chinedu Innocent & Agu, Charles Ikechukwu, et al. (2014)7 they have
conducted study based on the statistical calculation, male and female bankers not to differ
significantly on their stress management technique. It can be concluded that stress
management is not gender sensitive or gender- centric. This means that the problem of
stress is both genders sensitive. Furthermore, section of a banker has a significant
influence on stress management technique among bank employees in Nigeria banking
industry
41. Md. Hasebur Rahman & Md. Kamruzzaman, et al. (2013)8 the commercial bank as one
the occupational group functions under of high stress. The variables such as long working
hour, workload, family sympathy, management pressure, mental depression, and job
insecurity perceived stress stressors of commercial bank. Employees wellbeing
psychologically and mentally depress if stress prolong over the period of time. Effective
job design, healthy working environment, remuneration should be offered to employees
to motivate in competitive jobs of commercial bank.
42. Tatheer Yawar Ali &Atif Hassan et al. (2013)9 the bankers are facing high stress in their
job and the reasons for this is stress include long working hours, improper reward system,
lack of job autonomy, organizational culture, role conflict etc and the main reason is lack
of management support to employees. They can notice a number of symptoms indicating
high level stress. If these symptoms are not noticed in early stage, they can cause serious
health problems among employees such as depression, heart problems, diabetes etc.
43. A.Sharmila and J.Poornima (2012)10 in their study on “employee stress management in
selected private banks in Salem” A majority of the employees face severe stress related
ailments and a lot of psychological problems. The management must take initiatives in
helping employees to overcome its disastrous effect. In an age of highly dynamic and
competitive world, employees are exposed to all kinds of stressors that can affect them on
all realms of life. The growing importance of interventional strategies is felt more at
organizational level.
44. S. Katyal M. Jain and B. Dhanda (2011)12 “A Comparative Study of Job Stress and Type
of Personality of Employees Working in Nationalized and Non-nationalized Banks” The
employees have to face stress and strain at workplace which is responsible for higher
neuroticsymptoms among them like emotional instability, depressive mood, nervous
breakdown, hyper reactivity, over anxiousness, etc.
45. Nadeem Malik, (2011)13 the growing importance of interventional strategies is felt more
at organizational level. This research intended to study the impact of occupational stress
on public and private Bank employees.
46. Alina Hy (2010)14 the surveys show that there are no correlation between the
demographic characteristics the level of satisfaction.
47. Bashi.usman et.al (2010)15 they have analyzed the relationship between job stress and
job performance. The result has indicated that job stress has negatively correlated with
job performance and the researchers find out that job stress significantly reduce the
performance of employees. The stress in work environment reduces the intention of
employees to perform better in jobs. It can be concluded that stress management is not
gender sensitive or gender- centric.
48. Shrey, 2000, defines Disability Management or Occupational Rehabilitation (as it is also
known) model is a worksite based approach to early intervention and covers the range of
interventions that are implemented from the point of injury or onset of disability, through
job retention interventions that ensure that the worker has been properly accommodated
and that future lost time and work disability will be minimized. Traditional rehabilitation
interventions tended to focus on the individual whereas, disability management provides
a more holistic, interdisciplinary approach that address both worksite (environmental)
and worker (individual) factors. The goals of disability management include prevention
of chronic and progressive disability, effective return-to-work outcomes and employment
retention of workers with disabilities. Early intervention and timely return to work is
critical to achieving successful outcomes for the worker and the employer.
49. Dana (2001) addressed conflict in his research, one can very easily apply the term ‘stress’
every place he mentions the term, ‘conflict’. Conflict in the workplace creates stress in
the workplace and stress in the workplace creates conflict. Eight cost factors to look at
when dealing with stress/conflict:
50. Kivimaki et al. (2002) found that employees reporting high job strain and high effort-
reward imbalance had a twofold higher risk of death from cardiovascular disease than
their colleagues scoring low in these dimensions. Stable levels of work 26 stress are more
likely among employees who do not change their job or workplace. In line with this, the
adverse effects of high job stress will be greatest for employees who remained with the
same employer and in the same occupation during the five years after work stress
assessment. People with a very high workload, as indicated by working continuously over
11 hours a day, may be at high risk of cardiovascular disease.
51. The engineering approach emphasizes unsafe conditions in the work environment as
major causes of accidents and focuses on designing safety hazards out of the job. The
employee-based approach views unsafe acts as the primary cause of accidents and seeks
to improve the safety performance of workers as an accident prevention strategy (Murphy
et al., 1986).
52. The model explained by Murphy et al. (1986) in Figure 2.2 shows where stressors, as
opposed to job stressors, has been used in the model to reflect the 27 contribution of both
work and non-work factors to overall stress levels. The first stage of the model depicts
the effects of stressors on short-term, acute reactions. Such reactions include
psychological, physiological, and behavioral problems. These reactions, in turn, disrupt
the worker and lead to observable decreases in intellectual and performance capacities.
For example, anxiety can lead to lower performance accuracy, fatigue to slower reaction
time and inattention, and alcohol use to impaired judgment and reasoning.
53. In developed countries, the contribution of stress to musculoskeletal disability as well as

its role in organizational losses (productivity and lost work days) has catapulted this issue
into the press. Reich and Frumkin (1988) have concluded that Japanese workers now face
a range of occupational hazards much like those of their counterparts in Europe and
North America. Evidence suggests that Japan has accident rates similar to those of other
industrialized nations, and that the risk may be especially high for workers in small
Japanese companies. Additionally, there is evidence of a significant occupational disease
problem, including asbestosis, silicosis, musculoskeletal disorders, and occupational
cancer.
54. According to Shimazu et al. (2006), the increasing awareness of the adverse impact of
poor psychosocial work environments on employee health has fostered a growing interest
in stress management interventions that were designed to reduce occupational stress
based on their focus, content, method, and duration.
CHAPTER III
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
Research is defined as human activity based on intellectual application in the investigation of

matter. The primary purpose for applied research is discovering, interpreting, and the
development of methods and systems for the advancement of human knowledge on a wide
variety of scientific matters of our world and the universe. Research can use the scientific
method, but need not do so.
Scientific research relies on the application of the scientific method, a harnessing of curiosity.
This research provides scientific information and theories for the explanation of the nature and
the properties of the world around us. It makes practical applications possible. Scientific research
is funded by public authorities, by charitable organisations and by private groups, including
many companies. Scientific research can be subdivided into different classifications according to
their academic and application disciplines.
Research methodology is a way to systematically solve the research problem. The research
methodology in the present study deals with research design, data collection methods, sampling
methods, survey, analysis and interpretations.
RESEARCH DEFINITION:
The definition of research given by Creswell is "Research is a process of steps used to
collect and analyze information to increase our understanding of a topic or issue". It consists of
three steps: Pose a question, collect data to answer the question, and present an answer to the
question.
RESEARCH DESIGN:
The type of research chosen for the study is descriptive research. In descriptive research various
parameters will be chosen and analyzing the variations between these parameters. This was done
with an objective to find out the motivation level of the employees.
APPROACHES TO RESEARCH
Descriptive approach is one of the most popular approaches these days. In this
approach, a problem is described by the researcher by using questionnaire or schedule. This
approach enables a researcher to explore new areas of investigation.
DATA SOURCES:
The data collected for the study is mainly through the distribution of questionnaire; to be precise
the data collected for study was both primary and secondary sources.
PRIMARY DATA:
Primary data is the information collected for the first time; there are several methods in
which the data is complied. In this project it was obtained by mean of questionnaires.
Questionnaire was prepared and distributed to the employees.
SECONDARY DATA:
Secondary data needed for conducting research work were collected from company
websites, library and search engines.
DATA COLLECTION METHOD

The data collection method used in this research is survey method. Here the data are
systematically recorded from the respondents.
RESEARCH TOOL
A structured questionnaire has been prepared to get the relevant information from the
respondents. The questionnaire consists of a variety of questions presented to the respondents for
their despondence. The various types of questions used in this survey are:
 Open ended questions
 Closed ended questions
 Multiple choice questions
SAMPLING-MEANING
Sampling is that part of statistical practice concerned with the selection of individual
observations intended to yield some knowledge about a population of concern, especially for the
purposes of statistical inference. Each observation measures one or more properties (weight,
location, etc.) of an observable entity enumerated to distinguish objects or individuals. Survey
weights often need to be applied to the data to adjust for the sample design. Results from
probability theory and statistical theory are employed to guide practice.
The sampling process comprises several stages:
 Defining the population of concern

 Specifying a sampling frame, a set of items or events possible to measure
 Specifying a sampling method for selecting items or events from the frame
 Determining the sample size
 Implementing the sampling plan
 Sampling and data collecting
 Reviewing the sampling process
SAMPLE UNIT
The employees of PUSHPA PIPES PRIVATE LIMITED AT MADURAI
are the sample unit in the survey.
SAMPLE SIZE
The sample size is 120
TYPE OF SAMPLING
The sampling type is non-probability which involves deliberating selections of particular
units constituting a sample, which represents the universe.
STRATIFIED SAMPLING:
Stratum means a layer population from which samples are to be selected may
contain a number of layers from each layer a few samples are selected that is why this method is
called stratified sampling.
STATISTICAL METHODS USED

 Percentage analysis
 Bars & charts
 Pie diagrams
STATISTICAL TOOLS USED
 Chi-square test
 Weighted average
PERCENTAGE ANALYSIS:
Percentage refers to a special kind of ratio. Percentages are used in making
comparison between two or more series of data. Percentage is used to describe relative terms the
distribution of two or more series of data.
No. of Respondents
Percentage of Respondents = ------------------------ X 100
Total Respondents
DEFINITION OF HYPOTHESIS:
According to Goode and Hatt, "Hypothesis is a proposition, which can be put to test to
determine validity".
A hypothesis can be defined as a logically conjectured relationship between two or more
variables expressed in the form of testable statement.
NULL HYPOTHESIS (H0):
Null hypothesis is formulated only to test whether there is any relationship between
variables related to the problem being studied. Usually the null hypothesis is formed as a
negative statement.
ALTERNATE HYPOTHESIS (H1):
Alternate Hypothesis (H1) is a statement, which is accepted after the null hypothesis is
rejected based on the test result. The alternate hypothesis usually is formed as a positive
statement
CHI-SQUARE TEST:
The Chi-Square test is one of the simplest and most widely
used non parametric tests in statistical work. The symbol X2 is the Greek letter Chi. Karl
Pearson first used the chi-square test in the year 1980. The quantity chi-square describes the
magnitude of the discrepancy between theory and observation.
In this Chi-square test Yates correction is used when the value of observed frequency in less than
10. The formula is given as,
X2 = (|Oi – Ei|)2
Ei
Power of Association Test:
If calculated value (cal) > X2 table value the Null hypothesis is
rejected and it is interpreted that the two variables are associated with each other. This chi-square
test is strong one for determining the existence of association between two variables.
WEIGHTED AVERAGE:
It can be defined as an average whose component items are multiplied by certain
values (weights) and the aggregate of the products are divided by the total of weights.
If x1, x2, x3 ...xn are n values and f1, f2, f3........fn are their weights (frequencies)
respectively then,
f1x1+f2x2+.....+fnxn
X = ---------------------------
f1+f2+.......+fn
PILOT STUDY (Tested with 10 samples initially):

Pilot study is defined as a study, which is done in the initial stage of the project in
order to find the reliability of the questionnaire and to restructure the questionnaire on the
respondent's suggestions.
IMPORTANCE OF PILOT STUDY:

 It will increase the reliability of the scheduler.
 It helps to restructure the scheduler.
 It identifies the defects in the scheduler.
 It helps to add or remove the questions in the scheduler.
AREA OF SURVEY:
The project is Being Done For PUSHPA PIPES PRIVATE LIMITED AT MADURAI
OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE:
 To undergo an in-depth study about the stress among the employees of PUSHPA PIPES
PRIVATE LIMITED AT MADURAI
SECONDARY OBJECTIVE:
 To identify the factors causing stress among the employees.

 To find out the level and kind of stress among the employees of different age groups.
 To study about the effects of stress on employees in PUSHPA PIPES PRIVATE
LIMITED AT MADURAI
 To identify the coping strategies to manage stress.
SCOPE OF THE STUDY

The present world is fast changing and there are lots of pressures and demands at work. These
pressures at work lead to physical disorders. Stress refers to individual’s reaction to a disturbing
factor in the environment. Hence this study would help the organization to know the factors of
stress and to reduce the stress in employees. Since it is a well known fact that healthy employee
is a productive employee
LIMITATIONS OF THE STUDY
In spite of the precautions, vigilance and scrupulousness taken by the investigator to make
the study objective, it cannot be denied that there are certain limitations.
 The employees were reluctant to give correct information.

 Even though the employees gave correct information during the unstructured
interview conducted, they gave positive answer while answering the
questionnaire.
 The investigator intended to cover only few areas of stress relevant to the
proposed study.
 As the study was done within a limited time, investigator could not select a
sufficiently large sample for the study.
CHAPTER IV
DATA ANALYSIS AND INTERPRETATION
TABLE 4.1
TABLE SHOWING GENDER OF THE RESPONDENT
Gender
Frequ Percent Valid Cumulative
ency Percent Percent
Male 22 18.3 18.3 18.3
Female 60 50.0 50.0 68.3
Valid
Transgender 38 31.7 31.7 100.0
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that the gender of the respondent are 18.3 % of the
respondent are male and 50 % of the respondent are female and , 31.7% of the respondent are
Transgender.
CHART 4.1
CHART SHOWING GENDER OF THE RESPONDENT
TABLE 4.2
TABLE SHOWING MARITAL STATUS OF THE RESPONDENT
Frequen Percent Valid Cumulative

cy Percent Percent
Married 56 46.7 46.7 46.7
Valid Unmarried 64 53.3 53.3 100.0
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that the marital status of the respondent are 46.7 % of
the respondent are married and 53.3 % of the respondent are unmarried.
CHART 4.2
CHART SHOWING MARITAL STATUS OF THE RESPONDENT
TABLE 4.3
TABLE SHOWING MONTHLY INCOME OF THE RESPONDENT
Frequenc Percent Valid Cumulative

y Percent Percent
5000-10000 33 27.5 27.5 27.5
10000-15000 33 27.5 27.5 55.0
15000-20000 27 22.5 22.5 77.5
Valid
20000 and 27 22.5 22.5 100.0
above
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that the monthly income of the respondent are 27.5 %
of the respondent are earn the monthly income is 5000-10000, 27.5 % of the respondent are earn
the monthly income is 10000-15000, 22.5% of the respondent are earn the monthly income is
15000-20000, 22.5% of the respondent are earn the monthly income is 20000 and above.,
CHART 4.3
CHART SHOWING MONTHLY INCOME OF THE RESPONDENT
TABLE 4.4
TABLE SHOWING EDUCATION QUALIFICATION OF THE RESPONDENT
Freque Percent Valid Cumulative

ncy Percent Percent
10 th to12 th 32 26.7 26.7 26.7
UG 38 31.7 31.7 58.3
Valid PG 15 12.5 12.5 70.8
Doctorate 35 29.2 29.2 100.0
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that the Education qualification of the respondent are 26.7
% of the respondent are qualified that the 10 th to12 th , 31.7% of the respondent are qualified
that the ug , 12.5 % of the respondent are qualified that the pg , 29.2 % of the respondent are
qualified that the Doctorate.
CHART 4.4
CHART SHOWING EDUCATION QUALIFICATION OF THE RESPONDENT
TABLE 4.5
TABLE SHOWING EXPERIENCE OF THE RESPONDENT
y Percent Percent
Below 5 years 33 27.5 27.5 27.5
5-10 years 30 25.0 25.0 52.5
10-15 years 30 25.0 25.0 77.5
Valid
Above 15 27 22.5 22.5 100.0
years
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that the Experience of the respondent are 27.5% of the
respondent are working in the organization from Below 5 years, 25.0% of the respondent are
working in the organization from 5-10 years, 25.0% of the respondent are working in the
organization from 10-15 years, 22.5% of the respondent are working in the organization from
Above 15 years.
CHART 4.5
CHART SHOWING EXPERIENCE OF THE RESPONDENT
TABLE 4.6
TABLE SHOWING NATURE OF THE WORK

ncy Percent Percent
Valid Hiring 27 22.5 22.5 22.5
Service 30 25.0 25.0 47.5
Marketing 33 27.5 27.5 75.0
executive
Finance 30 25.0 25.0 100.0
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that the Experience of the respondent are 22.5% of the
respondent are says that nature of work in Hiring, 25.0% of the respondent are says that nature of
work in Service, 27.5% of the respondent are says that nature of work in Marketing executive,
25.0% of the respondent are says that nature of work in Finance.
CHART 4.6
CHART SHOWING NATURE OF THE WORK
TABLE 4.7
TABLE SHOWING HOW YOU DESCRIBE YOUR JOB RESPONSIBILITY
y Percent Percent
Routine work 32 26.7 26.7 26.7
Result oriented 32 26.7 26.7 53.3
Growth 26 21.7 21.7 75.0
Valid
oriented
Risk oriented 30 25.0 25.0 100.0
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that they are 26.7 % of the respondent are says that your
job responsibility is Routine work, 26.7 % of the respondent are says that your job responsibility
is Result oriented , 21.7 % of the respondent are says that your job responsibility is Growth
oriented,25.0 % of the respondent are says that your job responsibility is Risk oriented.
CHART 4.7
CHART SHOWING HOW YOU DESCRIBE YOUR JOB RESPONSIBILITY
TABLE 4.8
TABLE SHOWING IF YOU COMMIT ANY MISTAKE WHAT IS YOUR ATTITUDE
LEVEL
cy Percent Percent
Extreme pressure 26 21.7 21.7 21.7
Little pressure 54 45.0 45.0 66.7
Valid
Normal 40 33.3 33.3 100.0
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that they are 21.7 % of the respondent are says that
Extreme pressure with commit any mistake what is your attitude level , 45.0 % of the respondent
are says that little pressure with commit any mistake what is your attitude level, 33.3% of the
respondent are says that normal with commit any mistake what is your attitude level.
CHART 4.8
CHART SHOWING IF YOU COMMIT ANY MISTAKE WHAT IS YOUR ATTITUDE
LEVEL
TABLE 4.9
TABLE SHOWING ARE YOU SATISFIED WITH THE SHIFT TIMING
y Percent Percent
Agree 31 25.8 25.8 25.8
Strongly agree 31 25.8 25.8 51.7
Disagree 31 25.8 25.8 77.5
Valid
Strongly 27 22.5 22.5 100.0
disagree
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that they are 25.8 % of the respondent are says that agree
with the shift timing, 25.8 % of the respondent are says that strongly agree with the shift timing,
25.8 % of the respondent are says that disagree with the shift timing, 22.5 % of the respondent
are says that strongly disagree with the shift timing.
CHART 4.9
CHART SHOWING ARE YOU SATISFIED WITH THE SHIFT TIMING
TABLE 4.10
TABLE SHOWING DO YOU THINK THAT YOU’RE HEALTH HAS IMPACT ON
YOUR WORK

y Percent Percent
Agree 29 24.2 24.2 24.2
Disagree 32 26.7 26.7 75.0
Valid
Strongly 30 25.0 25.0 100.0
disagree
Total 120 100.0 100.0
INTERPRETATION
with the your health has impact on your work, 24.2 % of the respondent are says that strongly
agree with the your health has impact on your work, 26.7 % of the respondent are says that
disagree with the your health has impact on your work, 25.0% of the respondent are says that
strongly disagree with the your health has impact on your work.
CHART 4.10
CHART SHOWING DO YOU THINK THAT YOU’RE HEALTH HAS IMPACT ON
YOUR WORK
TABLE 4.11
TABLE SHOWING DO YOU FEEL THAT THE STRESS WILL AFFECT YOUR
PSYCHOLOGICAL ABILITY

ncy Percent Percent
Agree 31 25.8 25.8 25.8
Valid Disagree 32 26.7 26.7 76.7
Strongly disagree 28 23.3 23.3 100.0
Total 120 100.0 100.0
INTERPRETATION
with the stress will affect your psychological ability, 24.2 % of the respondent are says that
strongly agree with the stress will affect your psychological ability, 26.7 % of the respondent
are says that disagree with the stress will affect your psychological ability,23.3 % of the
respondent are says that strongly disagree with the stress will affect your psychological ability.
CHART 4.11
CHART SHOWING DO YOU FEEL THAT THE STRESS WILL AFFECT YOUR
PSYCHOLOGICAL ABILITY
TABLE 4.12
TABLE SHOWING FOLLOWING FACTORS THAT INFLUENCE YOUR STRESS
LEVEL IN THE ORGANIZATION

ncy Percent Percent
Organizational 26 21.7 21.7 21.7
Personal 19 15.8 15.8 37.5
Family 19 15.8 15.8 53.3
Valid
Social 31 25.8 25.8 79.2
Pshylogical 25 20.8 20.8 100.0
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that they are 21.7 % of the respondent are says
Organizational that influence your stress level in the organization, 15.8 % of the respondent are
says personal that influence your stress level in the organization, 15.8% of the respondent are
says family that influence your stress level in the organization, 25.8% of the respondent are says
social that influence your stress level in the organization, 20.8 % of the respondent are says
Pshylogical that influence your stress level in the organization,
CHART 4.12
CHART SHOWING FOLLOWING FACTORS THAT INFLUENCE YOUR STRESS
LEVEL IN THE ORGANIZATION
TABLE 4.13
TABLE SHOWING IF YOU ARE THE MARKETING/SALES EXECUTIVES,
MENTION YOUR MONTHLY TARGETS?
Mentionyourmonthlytargets
y Percent Percent
2-3 targets 34 28.3 28.3 28.3
3-4 targets 38 31.7 31.7 60.0
4-5 targets 23 19.2 19.2 79.2
Valid
Above 5 25 20.8 20.8 100.0
targets
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that they are 28.3% of the respondent are says that 2-3
targets achieved the monthly, 31.7% of the respondent are says that 3-4 targets achieved the
monthly, 19.2% of the respondent are says that 4-5 targets achieved the monthly, 20.8% of the
respondent are says that Above 5 targets achieved the monthly.
CHART 4.13
CHART SHOWING IF YOU ARE THE MARKETING/SALES EXECUTIVES,
MENTION YOUR MONTHLY TARGETS
TABLE 4.14
TABLE SHOWING IF YOU CAN’T ACHIEVE THE TARGET, WHAT WOULD BE
THE HIGHER AUTHORITY REACTIONS?

y Percent Percent
Punishing you 35 29.2 29.2 29.2
Stress you 35 29.2 29.2 58.3
Cut off the 22 18.3 18.3 76.7
Valid
incentives
Give notice to you 28 23.3 23.3 100.0
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that they are 29.2% of the respondent are says that can’t
achieve the target Punishing you higher authority reactions, 29.2 % of the respondent are says
that can’t achieve the target Stress you, 18.3 of the respondent are says that can’t achieve the
target Cut off the incentives, 23.3 % of the respondent are says that can’t achieve the target Give
notice to you .
CHART 4.14
CHART SHOWING IF YOU CAN’T ACHIEVE THE TARGET, WHAT WOULD BE
THE HIGHER AUTHORITY REACTIONS?
TABLE 4.15
TABLE SHOWING DURATION OF YOUR WORKING HOUR
Durationofyourworkinghour
y Percent Percent
5 hours 30 25.0 25.0 25.0
6 hours 29 24.2 24.2 49.2
Valid 8 hours 29 24.2 24.2 73.3
If hours 32 26.7 26.7 100.0
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that they are 25.0% of the respondent are says that
Duration of your working hour is 5 hours, 24.2 % of the respondent are says that Duration of
your working hour is 6 hours, 24.2 % of the respondent are says that Duration of your working
hour is 8 hours , 26.7 % of the respondent are says that Duration of your working hour is If
hours.
CHART 4.15
CHART SHOWING DURATION OF YOUR WORKING HOUR
TABLE 4.16
TABLE SHOWING ARE YOU COMFORT WITH YOUR WORKING HOURS
y Percent Percent
Yes 63 52.5 52.5 52.5
Valid No 57 47.5 47.5 100.0
Total 120 100.0 100.0
INTERPRETATION
the comfort with your working hours, 47.5 % of the respondent are says that agree the comfort
with your working hours.
CHART 4.16
CHART SHOWING ARE YOU COMFORT WITH YOUR WORKING HOURS
TABLE 4.17
TABLE SHOWING IF NO, ARE YOU FEELING
Areyoufeeling
y Percent Percent
Get more stress 32 26.7 26.7 26.7
Dissatisfied 60 50.0 50.0 76.7
Valid Feel bore to 28 23.3 23.3 100.0
work
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that they are 26.7 % of the respondent are says that are
you feeling with the Get more stress , 50.0 % of the respondent are says that are you feeling with
the Dissatisfied , 23.3 % of the respondent are says that are you feeling with the Feel bore to
work,
CHART 4.17
CHART SHOWING IF NO, ARE YOU FEELING
TABLE 4.18
TABLE SHOWING WHAT IS THE LEVEL OF YOUR IN AN ORGANIZATION

ncy Percent Percent
Top management 37 30.8 30.8 30.8
Middle management 54 45.0 45.0 75.8
Valid
Low management 29 24.2 24.2 100.0
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that they are 30.8 % of the respondent are says that Top
management in our organization , 45.0 % of the respondent are says that middle management in
our organization , 24.2 % of the respondent are says that low management in our organization ,
CHART 4.18
CHART SHOWING WHAT IS THE LEVEL OF YOUR IN AN ORGANIZATION
TABLE 4.19
TABLE SHOWING HOW IS YOUR RELATIONSHIP WITH YOUR SUPERIOR AND
CO-WORKER?
y Percent Percent
Satisfied 26 21.7 21.7 21.7
Highly satisfied 42 35.0 35.0 56.7
Valid
Highly 16 13.3 13.3 100.0
dissatisfied
Total 120 100.0 100.0
INTERPRETATION
satisfied with the relationship with your superior and co-worker, 35.0 % of the respondent are
says that highly satisfied with the relationship with your superior and co-worker, 30.0 % of the
respondent are says that dissatisfied with the relationship with your superior and co-worker, 13.3
% of the respondent are says that high dissatisfied with the relationship with your superior and
co-worker.
CHART 4.19
CHART SHOWING HOW IS YOUR RELATIONSHIP WITH YOUR SUPERIOR AND
CO-WORKER?
TABLE 4.20
TABLE SHOWING WHICH OF THE FOLLOWING IS THE MAIN FOCUS OF YOUR
ORGANIZATION?
y Percent Percent
Employee care and 37 30.8 30.8 30.8
empower
Valid Customer satisfaction 55 45.8 45.8 76.7
Business profit 28 23.3 23.3 100.0
Total 120 100.0 100.0
INTERPRETATION
Employee care and empower the main focus of your organization, 45.8 % of the respondent are
says that Customer satisfaction the main focus of your organization, 23.3 % of the respondent are
says that Business profit the main focus of your organization,
CHART 4.20
CHART SHOWING WHICH OF THE FOLLOWING IS THE MAIN FOCUS OF YOUR
ORGANIZATION?
TABLE 4.21
TABLE SHOWING DOES YOUR JOB INVOLVE STRESS AND PRESSURE
y Percent Percent
Agree 27 22.5 22.5 22.5
Disagree 28 23.3 23.3 74.2
Valid
Strongly 31 25.8 25.8 100.0
disagree
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that they are 22.5% of the respondent are says that agree
with the your job involve stress and pressure , 28.3 % of the respondent are says that strongly
agree with your job involve stress and pressure , 23.3 % of the respondent are says that disagree
with the your job involve stress and pressure ,25.8 % of the respondent are says that strongly
disagree with the your job involve stress and pressure.
CHART 4.21
CHART SHOWING DOES YOUR JOB INVOLVE STRESS AND PRESSURE
TABLE 4.22
TABLE SHOWING HOW LONG HAVE YOU FELT THE STRESS
y Percent Percent
1-7 days 38 31.7 31.7 31.7
1-2 weeks 26 21.7 21.7 53.3
3-4 weeks 22 18.3 18.3 71.7
Valid
More than a 34 28.3 28.3 100.0
month
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that they are 31.7 % of the respondent are says that 1-7
days you felt the stress, 21.7 % of the respondent are says that 1-2 weeks you felt the stress, 18.3
% of the respondent are says that3-4 weeks you felt the stress, 28.3 % of the respondent are says
that More than a month you felt the stress,
CHART 4.22
CHART SHOWING HOW LONG HAVE YOU FELT THE STRESS
TABLE 4.23
TABLE SHOWING HOW DO YOU BEHAVE WHILE AT STRESS
Behavewhileatstress
ncy Percent Percent
Emotion 33 27.5 27.5 27.5
Afraid 30 25.0 25.0 52.5
Valid Inferiority 20 16.7 16.7 69.2
Conflict 37 30.8 30.8 100.0
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that they are 27.5 % of the respondent are says that you
behave while at stress in Emotion, 25.0 % of the respondent are says that you behave while at
stress in Afraid , 16.7 % of the respondent are says that you behave while at stress in Inferiority ,
30.8 % of the respondent are says that you behave while at stress in Conflict.
CHART 4.23
CHART SHOWING HOW DO YOU BEHAVE WHILE AT STRESS
TABLE 4.24
TABLE SHOWING DOES YOUR ORGANIZATION TAKE CARE OF YOU WHILE AT
STRESS

y Percent Percent
Yes 56 46.7 46.7 46.7
Valid No 64 53.3 53.3 100.0
Total 120 100.0 100.0
INTERPRETATION
satisfied with organization take care of you while at stress, 53.3 % of the respondent are says that
dissatisfied with organization take care of you while at stress.
CHART 4.24
CHART SHOWING DOES YOUR ORGANIZATION TAKE CARE OF YOU WHILE
AT STRESS
TABLE 4.25
TABLE SHOWING SUPERIOR TAKE CARE OF YOU WHILE AT STRESS
Whowilltakecare
ncy Percent Percent
Superior 43 35.8 35.8 35.8
Subordinate 51 42.5 42.5 78.3
Valid
Co workers 26 21.7 21.7 100.0
Total 120 100.0 100.0
INTERPRETATION
superior take care of you while at stress, 42.5 % of the respondent are says that Subordinate take
care of you while at stress, 21.7 % of the respondent are says that Co workers take care of you
while at stress.
CHART 4.25
CHART SHOWING SUPERIOR TAKE CARE OF YOU WHILE AT STRESS
TABLE 4.26
TABLE SHOWING WHAT ARE THE STRESS FACTORS?

y Percent Percent
Over workload 23 19.2 19.2 19.2
Superior pressure 24 20.0 20.0 39.2
Conflict with co- 37 30.8 30.8 70.0
Valid worker
Environmental 36 30.0 30.0 100.0
structure
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that they are 19.2 % of the respondent are says that Over
workload with stress factor, 20.0 % of the respondent are says that Superior pressure with stress
factor, 30.8 % of the respondent are says that Conflict with co-worker with stress factor, 30.0 %
of the respondent are says that Environmental structure with stress factor.
CHART 4.26
CHART SHOWING WHAT ARE THE STRESS FACTORS?
TABLE 4.27
TABLE SHOWING WHICH STRESS FACTOR IS HIGHLY AFFECTING YOUR
NORMAL WORK LIFE

y Percent Percent
Over workload 35 29.2 29.2 29.2
Superior pressure 33 27.5 27.5 56.7
Conflict with co- 17 14.2 14.2 70.8
Valid worker
Environmental 35 29.2 29.2 100.0
structure
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that they are 29.2 % of the respondent are says that Over
workload with stress factor highly affecting your normal work life , 27.5% of the respondent are
says that Superior pressure with stress factor highly affecting your normal work life, 14.2% of
the respondent are says that Conflict with co-worker with stress factor highly affecting your
normal work life, 29.2 % of the respondent are says that Environmental structure with stress
factor highly affecting your normal work life.
CHART 4.27
CHART SHOWING WHICH STRESS FACTOR IS HIGHLY AFFECTING YOUR
NORMAL WORK LIFE
TABLE 4.28
TABLE SHOWING DO YOU TAKE VACATIONS WITH YOUR FRIENDS OR
FAMILY TO REFRESH FROM YOUR TIGHT ROUTINE
y Percent Percent
Yes 53 44.2 44.2 44.2
Valid No 67 55.8 55.8 100.0
Total 120 100.0 100.0
INTERPRETATION
satisfied with take vacations with your friends or family to refresh from your tight routine, 55.8%
of the respondent are says that dissatisfied with take vacations with your friends or family to
refresh from your tight routine.
CHART 4.28
CHART SHOWING DO YOU TAKE VACATIONS WITH YOUR FRIENDS OR
FAMILY TO REFRESH FROM YOUR TIGHT ROUTINE
TABLE 4.29
TABLE SHOWING IF YES, DO YOU FEEL FREE MINDS SET AFTER YOUR
VACATION
y Percent Percent
Yes 53 44.2 44.2 44.2
Valid No 67 55.8 55.8 100.0
Total 120 100.0 100.0
INTERPRETATION
satisfied with do you feel free minds set after your vacation, 55.8% of the respondent are says
that dissatisfied with do you feel free minds set after your vacation.
CHART 4.29
CHART SHOWING IF YES, DO YOU FEEL FREE MINDS SET AFTER YOUR
VACATION
TABLE 4.30
TABLE SHOWING How do you feel about your workload on daily basis
cy Percent Percent
Relaxed 21 17.5 17.5 17.5
Normal 63 52.5 52.5 70.0
Valid
Burden 36 30.0 30.0 100.0
Total 120 100.0 100.0
INTERPRETATION
Relaxed about your workload on daily basis, 52.5 % of the respondent are says that Normal
about your workload on daily basis, 30.0 % of the respondent are says that Burden about your
workload on daily basis.
CHART 4.30
CHART SHOWING How do you feel about your workload on daily basis
TABLE 4.31
TABLE SHOWING HOW DO YOU FEEL ABOUT WORKING ENVIRONMENT?
y Percent Percent
Satisfied 34 28.3 28.3 28.3
Valid
Highly 37 30.8 30.8 100.0
dissatisfied
Total 120 100.0 100.0
INTERPRETATION
satisfied with the working environment , 27.5 % of the respondent are says that highly satisfied
with the working environment , 13.3 % of the respondent are says that dissatisfied with the
working environment ,30.8 % of the respondent are says that high dissatisfied with the working
environment.
CHART 4.31
CHART SHOWING HOW DO YOU FEEL ABOUT WORKING ENVIRONMENT?
TABLE 4.32
TABLE SHOWING HOW DO YOU FEEL ABOUT WORKING HOURS
Feelaboutworkinghours
y Percent Percent
Satisfied 40 33.3 33.3 33.3
Valid
Highly 27 22.5 22.5 100.0
dissatisfied
Total 120 100.0 100.0
INTERPRETATION
The above table we can analyze that they are 33.3% of the respondent are says that
satisfied with the working hours , 25.0 % of the respondent are says that highly satisfied with the
working hours , 19.2 % of the respondent are says that dissatisfied with the working hours,22.5
% of the respondent are says that high dissatisfied with the working hours.
CHART 4.32
CHART SHOWING HOW DO YOU FEEL ABOUT WORKING HOURS
CHI-SQUARE TEST
Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
Monthly income level 120 100.0% 0 0.0% 120 100.0%
* stress will affect your
psychological ability
Monthly income level * stress will affect your psychological ability Cross tabulation
Count
stress will affect your psychological ability Total
agree strongly disagree strongly
agree disagree
5000-10000 3 16 5 9 33
10000-15000 11 3 16 3 33
Monthly income
15000-20000 3 7 4 13 27
level
20000 and 14 3 7 3 27
above
Total 31 29 32 28 120
Chi-Square Tests
Value df Asymp. Sig.
(2-sided)
Pearson Chi-Square 47.660a 9 .000
Likelihood Ratio 46.440 9 .000
Linear-by-Linear 1.713 1 .191
Association
N of Valid Cases 120
a. 0 cells (0.0%) have expected count less than 5. The
minimum expected count is 6.30.
Symmetric Measures
Value Approx.
Sig.
Nominal by Contingency .533 .000
Nominal Coefficient
Correlation method
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
Satisfied with the shift 120 100.0% 0 0.0% 120 100.0%
timing * level of your
in an organization
Satisfied with the shift timing * level of your in an organization Crosstabulation

Count
level of your in an organization Total
Top Middle low
management management management
agree 11 11 9 31
strongly agree 8 13 10 31
Satisfied with the shift
disagree 8 17 6 31
timing
strongly 10 13 4 27
disagree
Total 37 54 29 120
Symmetric Measures
Value Asymp. Std. Approx. Approx.
Errora Tb Sig.
Nominal by Contingency .198 .557
Nominal Coefficient
Interval by -.086 .092 -.938 .350c
Pearson's R
Interval
Spearman -.081 .093 -.882 .380c
Ordinal by Ordinal
Correlation
a. Not assuming the null hypothesis.
b. Using the asymptotic standard error assuming the null hypothesis.
c. Based on normal approximation.
ONE WAY ANOVA TEST
ANOVA
Feel free minds set after your vacation
Sum of df Mean F Sig.
Squares Square
Between 2.325 3 .775 3.297 .023
Groups
Within Groups 27.267 116 .235
Total 29.592 119
Multiple Comparisons
Dependent Variable: Feel free minds set after your vacation n
Tukey HSD
(I) feel about working (J) feel about working Mean Std. Error Sig. 95% Confidence Int
environment environment Difference (I- Lower Upp
J) Bound
highly satisfied .31283* .11848 .046 .0040 .621
satisfied dissatisfied -.07353 .14699 .959 -.4567 .309
highly dissatisfied .13593 .11518 .641 -.1643 .436
satisfied -.31283* .11848 .046 -.6217 -.004
highly satisfied dissatisfied -.38636* .14770 .049 -.7714 -.001
highly dissatisfied -.17690 .11609 .427 -.4795 .125
satisfied .07353 .14699 .959 -.3096 .456
dissatisfied highly satisfied .38636* .14770 .049 .0014 .771
highly dissatisfied .20946 .14507 .475 -.1687 .587
satisfied -.13593 .11518 .641 -.4362 .164
highly dissatisfied highly satisfied .17690 .11609 .427 -.1257 .479
dissatisfied -.20946 .14507 .475 -.5876 .168
*. The mean difference is significant at the 0.05 level.
Feel free minds set after your vacation

Tukey HSDa,b
feel about working N Subset for alpha =
environment 0.05
1 2
highly satisfied 33 1.3636
highly dissatisfied 37 1.5405 1.5405
satisfied 34 1.6765 1.6765
dissatisfied 16 1.7500
Sig. .090 .393
Means for groups in homogeneous subsets are displayed.
a. Uses Harmonic Mean Sample Size = 26.802.
b. The group sizes are unequal. The harmonic mean of
the group sizes is used. Type I error levels are not
guaranteed.
CHAPTERV
FINDING, SUGESSTION AND CONCLUSION
FINDING:
1. Most of gender of the respondent and 50 % of the respondent are female and , 31.7% of
the respondent are Transgender
2. Most of and 53.3 % of the respondent are unmarried
3. Most of monthly income of the respondent are 27.5 % of the respondent are earn the
monthly income is 5000-10000, 27.5 % of the respondent are earn the monthly income is
10000-15000,
4. Most of Education qualification of the respondent are 26.7 % of the respondent are
qualified that the 10 th to12 th , 31.7% of the respondent are qualified that the ug
5. Most of Experience of the respondent are 27.5% of the respondent are working in the
organization from Below 5 years, 25.0% of the respondent are working in the
organization from 5-10 years,
6. Most of Experience of the respondent are 22.5% of the respondent are says that nature of
work in Hiring, 25.0% of the respondent are says that nature of work in Service
7. Most of 26.7 % of the respondent are says that your job responsibility is Routine work,
26.7 % of the respondent are says that your job responsibility is Result oriented , 21.7 %
of the respondent are says that your job responsibility is Growth oriented,25.0 % of the
respondent are says that your job responsibility is Risk oriented.
8. Most of 45.0 % of the respondent are says that little pressure with commit any mistake
what is your attitude level, 33.3% of the respondent are says that normal with commit any
mistake what is your attitude level.
9. Most of 25.8 % of the respondent are says that agree with the shift timing, 25.8 % of the
respondent are says that strongly agree with the shift timing
10. Most of 26.7 % of the respondent are says that disagree with the your health has impact
on your work, 25.0% of the respondent are says that strongly disagree with the your
health has impact on your work.
11. Most of 25.8 % of the respondent are says that agree with the stress will affect your
psychological ability26.7 % of the respondent are says that disagree with the stress will
affect your psychological ability
12. Most of 21.7 % of the respondent are says Organizational that influence your stress level
in the organization, 25.8% of the respondent are says social that influence your stress
level in the organization, 20.8 % of the respondent are says Pshylogical that influence
your stress level in the organization,
13. Most of 28.3% of the respondent are says that 2-3 targets achieved the monthly, 31.7% of
the respondent are says that 3-4 targets achieved the monthly, 19.2% of the respondent
are says that 4-5 targets achieved the monthly, 20.8% of the respondent are says that
Above 5 targets achieved the monthly
14. Most of 29.2% of the respondent are says that can’t achieve the target Punishing you
higher authority reactions, 29.2 % of the respondent are says that can’t achieve the target
Stress you
15. Most of 25.0% of the respondent are says that Duration of your working hour is 5 hours,
24.2 % of the respondent are says that Duration of your working hour is 6 hours
16. Most of 52.5 % of the respondent are says that agree the comfort with your working
hours
17. Most of 26.7 % of the respondent are says that are you feeling with the Get more stress ,
50.0 % of the respondent are says that are you feeling with the Dissatisfied
18. Most of 30.8 % of the respondent are says that Top management in our organization ,
45.0 % of the respondent are says that middle management in our organization
19. Most of 35.0 % of the respondent are says that highly satisfied with the relationship with
your superior and co-worker, 30.0 % of the respondent are says that dissatisfied with the
relationship with your superior and co-worker
20. Most of 30.8 % of the respondent are says that Employee care and empower the main
focus of your organization, 45.8 % of the respondent are says that Customer satisfaction
the main focus of your organization
21. Most of 22.5% of the respondent are says that agree with the your job involve stress and
pressure , 28.3 % of the respondent are says that strongly agree with your job involve
stress and pressure
22. Most of 31.7 % of the respondent are says that 1-7 days you felt the stress, 21.7 % of the
respondent are says that 1-2 weeks you felt the stress, 28.3 % of the respondent are says
that More than a month you felt the stress.
23. Most of 27.5 % of the respondent are says that you behave while at stress in Emotion,
25.0 % of the respondent are says that you behave while at stress in Afraid 30.8 % of the
respondent are says that you behave while at stress in Conflict
24. Most of 53.3 % of the respondent are says that dissatisfied with organization take care of
you while at stress
25. Most of 35.8 % of the respondent are says that superior take care of you while at stress,
42.5 % of the respondent are says that Subordinate take care of you while at stress
26. Most of, 30.8 % of the respondent are says that Conflict with co-worker with stress
factor, 30.0 % of the respondent are says that Environmental structure with stress factor
27. Most of 29.2 % of the respondent are says that Over workload with stress factor highly
affecting your normal work life , 27.5% of the respondent are says that Superior pressure
with stress factor highly affecting your normal work life
28. Most of 55.8% of the respondent are says that dissatisfied with take vacations with your
friends or family to refresh from your tight routine
29. Most of 55.8% of the respondent are says that dissatisfied with do you feel free minds set
after your vacation
30. Most of 52.5 % of the respondent are says that Normal about your workload on daily
basis, 30.0 % of the respondent are says that Burden about your workload on daily basis
31. Most of 28.3 % of the respondent are says that satisfied with the working environment ,
27.5 % of the respondent are says that highly satisfied with the working environment ,
32. Most of 33.3% of the respondent are says that satisfied with the working hours , 25.0 %
of the respondent are says that highly satisfied with the working hours.
SUGGESTIONS
 The employees must give importance to time management techniques there by they can
complete their work within the specified time.
 Many tasks can be delegated to subordinates without losing effectiveness so that we can
reduce the overload of work.
 Adopt the work to home transition strategy. It means instead of carrying the pressures of
the work to home, the suggestion is to start the unwinding process during the work day
and enter the home in a relaxed and peaceful mind.
 Giving counseling to the employees when they face problems, because counseling is the
discussion of a problem that usually has emotional content with an employee in order to
help the employee cope within better.
 The organization must introduce Employee Assistance Programmes (EAPs) and stress
control workshops accordingly to the level of employees, because there is a strong
relation between the level of stress and level of employees. EAP includes counseling
employees who seek assistance on how to deal with alcohol and drug abuse, managing
personal finances, handling conflicts at the work place, dealing with marital and other
family problems, and coping with health problems.
 Engaging the bored employee in aerobic exercise, because it stimulates the brain and the
body. Also the employee must do meditation and yoga in their daily life.
CONCLUSION
Stress in the work place has become the black plague of the present century. Much
of the stress at work is caused not only by work overload and time pressure but also by lack of
rewards and praise, and more importantly, by not providing individuals with the autonomy to do
their work as they would like. Most of the employees were not satisfied with the grievance
handling procedure of the organization which was found by the unstructured interview.
Organization must begin to manage people at work differently, treating them with
respect and valuing their contribution. If we enhance the psychological well being and health of
the employees, in the coming future the organization would make more revenue as well as
employee retention. Because it is said that,
“A Healthy Employee is a Productive Employee”
BIBLIOGRAPHY
BOOKS
1. Ahuja. K.K- “Industrial psychology and organizational behavior”,

Khanna publishers, New Delhi, 1991.
2. Biswanath Ghosh- “A new look organizational behavior”, Himalaya Publishing House
New Delhi, 1994.
3. Finemann- “A Psychological Model of Stress and its application to managerial
unemployment”, Human relations, 1979.
4. Ghosh P.K. and Ghorpade M.B. - “Industrial and Organizational Psychology”,
Himalaya Publishing House, Bombay 1991.
5. Kapur S.K, Punia B.K.-“Organizational Behavior and Management”, S.K.Publishers,
New Delhi.
6. Laurie J. Mullins – “Organizational Behavior”, Pitman’s publishing Ltd, London,
1990.
7. PaulHersey, Kenneth H. Blanchard, Dewey E. Johnson –“Organizational Behavior”,
Prentice Hall of India Pvt. Ltd, 1998.
8. Srivastava.A.K, “A study of Roll Stress Mental health relationship a moderator by
adopted coping strategies, psychological studies”, 1991.
9. Stephen P. Robbins, “Organizational Behavior”, Prentice Hall, U .K. 1999.
JOURNALS AND MAGAZINES
1. Business line, “The stress is beginning to show”, Financial Express published by

Hindu, Trivandrum, 1989.
2. Brief A.P. and Atieth J.M., “Studying Job Stress: Are we making mountains out of
mole Hills?” Journal of occupational behavior, 1987.
3. Jamal M., “Job Stress-Prone Type A behavior and personal and organizational
consequences”, Canadian Journal of Administrative.
4. Dr.Satish Chandra Pandy, “Indian ways of winning Stress”, The Journal of Indian
Management and Strategy, 1997.
ANNEXURE
A STUDY ON EMPLOYEE STRESS MANAGEMENT WITH SPECIAL REFERENCE
TO PUSHPA PIPES PRIVATE LIMITED AT MADURAI
QUESTIONNAIRE
1. Name ____________________________
2. Gender
a) Male b) female
c) Transgender
3. Marital status
a) Married b) Unmarried
4. Monthly income level

a) 5000-10000
b) 10000-15000
c) 15000-20000
d) 20000 and Above
5. Education qualification
a) 10th – 12th
c
b) UG
c
c) c PG
d) DOCTRATE
c
6. Experience
a) Below 5 years
c
b) 5-10 years
c
c) 10-15 years
c
d) Above 15 years
c
7. Nature of work
a) Hiring
c
b) c Service
c) c Marketing executives
d) c Finance
8. How do you describe your job responsibility?

a) Routine work
c
b) Result oriented
c
c) Growth oriented
c
d) c Risk oriented
9. If you commit any mistake what is your attitude level?
a) Extreme pressure
c
b) Little pressure
c) Normal
10. Are you satisfied with the shift timing?
a) c Agree
b) c Strongly agree
c) Disagree
c
d) Strongly disagree
c
11. Do you think that your health has impact on your work?
a) Agree
c
b) Strongly agree
c
c) Disagree
c
d) Strongly
c disagree
12. Do you feel that the stress will affect your psychological ability?
a) Agree
c
b) Strongly agree
c
c) Disagree
c
c
13. Which among the following factors that influence your stress level in the organization?
a) Organizational
c
b) Personal
c
c) Family
c
d) Social
c
e) Psychological
14. If you are the marketing/sales executives, mention your monthly targets?
a) 2-3 targets
c
b) 3-4 targets
c
c) 4-5 targets
c
d) Above 5 targets
c
15. If you can’t achieve the target, what would be the higher authority reactions?
a) punishing you
c
b) stress you
c
c) cut off the incentives
c
d) give notice to you
c
16. Duration of your working hour?
a) 5 hours
c
b) 6 hours
c
c) 8 hours
c
d) If other
c
17. Are you comfort with your working hours?

a) Yesc
b) No
c
18. If no, are you feeling?
a) Get more stress
c
b) Dissatisfied
c
c) Feel bore to work
c
19. What is the level of your in an organization?
a) Top management
c
b) Middle management
c
c) Low management
c
20. How is your relationship with your superior and co-worker?
a) Satisfied
c
b) Highly satisfied
c
c) Dissatisfied
c
d) Highly dissatisfied
c
21. Which of the following is the main focus of your organization?
a) Employee care and empower
c
b) Customer satisfaction
c
c) Business profit
c
22. Does your job involve stress and pressure?
a) Agree
c
b) Strongly agree
c
c) Disagree
c
c
23. How long have you felt the stress?
a) 1-7 days
c
b) 1-2 weeks
c
c) 3-4 weeks
c
d) More than a month
c
24. How do you behave while at stress?
a) Emotion
c
b) Afraid
c
c) Inferiority
c
d) Conflict
c
25. Does your organization take care of you while at stress?
a) Yes
c
b) No
c
26. If yes, who will take care?
a) Superior
c
b) Subordinate
c
c) Co-worker
c
27. What are the stress factors?

a) Over workload
c
b) Superior pressure
c
c) Conflict with co-worker
c
d) Environmental structure
c
28. Which stress factor is highly affecting your normal work life?
a) over workload
c
b) superior pressure
c
c) conflict with co-worker
c
d) environmental structure
c
29. Do you take vacations with your friends or family to refresh from your tight routine?
a) Yes
c
b) No
c
30. If yes, do you feel free minds set after your vacation?
a) Yes
c
b) No
c
31. How do you feel about your workload on daily basis?
a) Relaxed
c
b) Normal
c
c) Burden
c
32. How do you feel about working environment?
a) Satisfied
c
b) Highly satisfied
c
c) Dissatisfied
c
c
33. How do you feel about working hours?
a) Satisfied
c
b) Highly satisfied
c
c) Dissatisfied
c
c
34. Please give any other suggestion to reduce the stress?
________________________________________________________________________
________________________________________________________________________
________________________________.
Signature

Study on Employee Stress Management in Pushpa Pipes

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A STUDY ON EMPLOYEE STRESS MANAGEMENT IN PUSHPA PIPES PRIVATE

The flagship company of PUSHPA PIPES PRIVATE LIMITED AT MADURAI was a

Stress is a part of day-to-day living of every individual.

IMPORTANCE OF THE STUDY

Directors of Pushpa Pipes Private Limited are Ramesh Prithivirajan, Neeruthirajan, .

Pushpa Pipes Private Limited's Corporate Identification Number is (CIN)

Current status of Pushpa Pipes Private Limited is – Active

1. VasudhaVenugopal, (2010), an increasing number of IT professionals have been finding

53. In developed countries, the contribution of stress to musculoskeletal disability as well as

Research is defined as human activity based on intellectual application in the investigation of

DATA COLLECTION METHOD

The sampling process comprises several stages:

 Defining the population of concern

The sample size is 120

STATISTICAL METHODS USED

PILOT STUDY (Tested with 10 samples initially):

IMPORTANCE OF PILOT STUDY:

OBJECTIVES OF THE STUDY

 To identify the factors causing stress among the employees.

SCOPE OF THE STUDY

 The employees were reluctant to give correct information.

Frequen Percent Valid Cumulative

Frequenc Percent Valid Cumulative

Freque Percent Valid Cumulative

Freque Percent Valid Cumulative

Frequenc Percent Valid Cumulative

Freque Percent Valid Cumulative

Freque Percent Valid Cumulative

Frequenc Percent Valid Cumulative

Freque Percent Valid Cumulative

Frequenc Percent Valid Cumulative

Frequenc Percent Valid Cumulative

Frequenc Percent Valid Cumulative

Case Processing Summary

Satisfied with the shift timing * level of your in an organization Crosstabulation

ONE WAY ANOVA TEST

Feel free minds set after your vacation

1. Ahuja. K.K- “Industrial psychology and organizational behavior”,

JOURNALS AND MAGAZINES

1. Business line, “The stress is beginning to show”, Financial Express published by

4. Monthly income level

8. How do you describe your job responsibility?

17. Are you comfort with your working hours?

27. What are the stress factors?

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