“A STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON

BURNOUT” OF EMPLOYEES AT ARYA VAIDHYA PHARMACY

COIMBATORE LTD.

MAJOR PROJECT REPORT

Submitted to

University of Calicut

In the partial fulfillment of the requirement for the award of degree of

MASTER OF BUSINESS ADMINISTRATION(MBA)

Submitted by

SANUFATH.A

4th semester MBA

(Reg. No. LCARMBA101)

Under the guidance of

Prof: ARJUN GOVIND

Assistant Professor

LEAD COLLEGE OF MANAGEMENT

(Affiliated to University of Calicut)

Dhoni, Palakkad

July 2019
 DECLARATION

I, SANUFATH.A hereby declare that this dissertation entitled “A STUDY ON ”, submitted for
the partial fulfillment of Master of Business Administration of Calicut University. It is a record of
independent research work carried by me under the guidance of Arjun Govind, Assistant Professor,
LEAD College of Management, Dhoni, Palakkad.

I also declare that this dissertation is a result of my own effort and has not been submitted earlier
for the award of any degree or diploma by Calicut University or any other University.

Date: SANUFATH.A

Place: Reg. No. LCARMBA101

 ACKNOWLEDGEMENT

The successful completion of my project titled “A study on the would not have been possible
without the help and assistance that was received from various directions. I would like to thank
those who have helped me immensely with their valuable guidance, suggestions ,inputs
,comments, support for the completion of this project.

I wish to express my deep sense of gratitude to Arjun Govind, Assistant Professor at LEAD
COLLEGE OF MANAGEMENT for his kind support advice and encouragement from the
beginning of the project work till its completion and he has been cooperative and without his
valuable advices and suggestions this report will not be successful.

My most sincere thanks to Jijin Assistant HR manager ARYA VAIDHYA PHRAMCY

COIMBATORE Ltd, for his kind hearted cooperation, direction and assistance in spite of their
busy schedule which was helped me a lot in completing this report successfully.

My most sincere thanks to our Director Dr. THOMAS GEORGE K for his kind support, advice
and encouragement from the beginning of the project till its completion.

In course of completion of the project I was fortunate to receive the assistance of many faculty
members, friends and relatives who were extremely generous with their time and energy, I would
like to thank all of them and recognize the fact that without them this project would have been
inconceivable.

SANUFATH.A

Reg.No.LCARMBA101
 TABLE OF CONTENTS

Chapters Title PageNo:

1 INTRODUCTION

1.1 INTRODUCTION
1.2 INDUSTRY PROFILE
1.3 COMPANY PROFILE
1.4 STATEMENT OF THE PROBLEM
1.5 OBJECTIVES OF THE STUDY
1.6 RESEARCH METHODOLOGY
1.7 RESEARCH DESIGN
1.8 SCOPE AND SIGNIFICANCE OF THE STUDY
1.9 LIMITATIONS OF THE STUDY

2 REVIEWOFLITERATURE

2.1 REVIEW OF LITERATURE

2.2 THEORETICAL FRAMEWORK

3 DATA ANALSIS AND INTERPRETATION

4 SUMMARY, FINDINGS, SUGGESTIONS AND

CONCLUSION
4.1 FINDINGS
4.2 SUGGESTIONS
4.3 CONCLUSION
4.4 BIBLIOGRAPHY
 LIST OF TABLES

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1.1 introduction to the study
Burnout is a state of emotional, mental and physical exhaustion caused by excession and prolonged
stresss. It occurs when you feel overwhelmed and unable to meet constatnt demands. As the stress
continues, you begin to lose the interest or motivation that led you take on a certain role in the first
place.burnout stikes employee when they have exhausted their physical or emotional strength.this
usually occurs as a result of prolonged stressful jobs,lack of support and resources,the tight
deadlines can all contribute to burnout.burnout has more to do with employees expectations of
themselves or their personal circumstances.there is a growing interest in the psychosocial work
dissatisfaction.burnout, as a type of prolonged response to chronic job-related stressors, has a
special significance in health care where staff experience both psychological,emotional and
physical stress. Burnout and the other negative aspects of the job of health care staff have major
behavioural and health implications. Burnout is a unique type of stress syndrome,characterized by
emotional exhaustion,depersonalization, and diminished personal accomplishment. Although
burnout has been shown to potentially very costly in the helping professsions ,such as
nursuing,education,and social work,little work has been done thus far to establish its
generalizability to industry.this article reviews the literature on burnout and provides a conceptual
framework designed to improve the understanding of burnout.employe burnout can be thought of
as a psychological process- a series of attitudinal and emotional reactions -that an employee goes
through as a result of jobrelated and personal experiences.often the first sign of burnout is a feeling
of being emotionally exhausted frameones work. when asked to describe how she or he feels such
an employee might mention feeling drained or used up,at the end of rope,and physically
fatigued.waking up in the morning may be accompanied by a feeling of emotional exhaustion may
come somewhat expectedly,but the boss or coworkers maysee the persons emotional exhaustion
as a natural response to working too hard. Employee burnout has some extremely serious
consequences for employee and employers.fortunately there are a number of things that the
personnel department can do -such as implementing participatory management programs like
quality circles or conducting organizational surveys to help prevent employee burnout.
However,rather than assume that one cure exists for all situations , we should assume that each
organization is somewhat unique, and this uniqueness must be taken into account when potential
burnout preventioin are being considered.
JOURNEY OF JOB BURNOUT CONCEPT

The concept which was originally dismissed as pop psychology (Maslach and Schaufeli, 1993) has
emerged as a new profession in which many professionals such as psychologists, social workers,
psychiatrists, consultants and counselors are earning their living by treating burnout victims,
conducting burnout prevention workshop in the organization.it has stimulated research in the area
of work and emotional labour.

Job burnout is a study of last 40 years only which had started with exploring the relationship
between individual stress and people’s relation with their work in the organization. On
international front various new conceptual models had been framed with the passage of time.

In the initial stages it was more of exploratory in nature. The name was coined in mid 1970s in
U.S.A. Various write up in the initial stages were actually based upon experiences of health care
workers as well as other people who were working for human services

1.2 INDUSTRY PROFILE

AVP Group over the years expanded from ‘Ayurvedic medicine manufacturing’ to the field of
‘treatment centres’, ‘education and research’, and ‘manufacturing of ayurvedic equipment’s’ to
ensure a high quality products, practitioners and services. The twin values of commitment to
‘quality of care’ and ‘purity of treatment’ are the distinguishing factors of AVP. The main
treatment facility of AVP called The Arya Vaidya Chikitsalayam & Research Institute (AVC),
functioning since 1957, is located in the heart of Coimbatore city in Tamil Nadu state, India. AVC
has the distinction of being one of the first ayurvedic hospitals to become ISO 9001:2008 certified
for its compliance with international quality standards. After much scrutiny by the western media
and medical fraternity, due to its relentless efforts to propagate Ayurveda, the Public Broadcasting
Service (PBS) in its investigative feature on Ayurveda has featured AVC and the Washington Post
has also acclaimed it as the ‘Mayo Clinic of Ayurveda’! AVC had partnered with Indian Council
of Medical Research (ICMR) and the World Health Organization (WHO) for research on efficacy
of ayurvedic treatment in rheumatoid arthritis. In recognition of this pioneering work, AVC has
been the recipient of funding by the National Institutes of Health (NIH), USA for the first- ever
clinical trial to scientifically evaluate Ayurveda outside the USA. Department of AYUSH,
Government of India awarded “Centre of Excellence” in clinical rheumatology in the year 2009.
AVP initiated a comprehensive clinical documentation program to produce preliminary data on
safety and efficacy of Ayurveda treatments

With the backing of its decades old background of efforts in research on Ayurveda, The AVP
Research Foundation (formerly known as AVT Institute for Advanced Research) was established
in 2003 as a research department under AVC and became an independent not-for-profit research
institution registered in 2012. The foundation is known for its excellence in clinical research on
Ayurvedic medicines, initiatives on practice based evidence, developing research and education
oriented software’s for Ayurvedic fraternity and its journal indexing service in Ayurveda. The
department of scientific and industrial research, Government of India has recognised the institution
as a Scientific and Industrial Research Organisation (SIRO).

The AVCRI, Ramanathapuram campus is also famous for a unique ‘Dhanwantari Temple’ and
attracts patients from all over the world. The Arya Vaidyan P V Ramavarier Birth Centennial
Ayurveda Hospital and Training Academy located at the foothills of the Western Ghats in a serene,
unpolluted and picturesque environment. It is a chosen destination of many foreigners with
learning and treatment interests. Saranya Ayurveda Hospital is the other facility off the National
Highway to Kerala is nestled in a beautiful rustic location.AVP has official tie-ups with Brazil,
Argentina, Chile, Switzerland and Latvia to conduct academic and research activities. AVP Baltics
was registered in 2015 in Riga, Latvia with an aim to promote Ayurveda in European Union, with
Baltic countries as the base
1.3 COMPANY PROFILE

The Arya Vaidya Pharmacy (Coimbatore) Limited is the flagship company of the AVP Group.
Since its incorporation in the 1940s, AVP has grown in reputation as one of the pioneers in the
field of Ayurveda. The Company headquartered at Coimbatore has a pan India network of doctors
and a sales and distribution network.

The Management of the Company is headed by Sri P.R. Krishnakumar who was instrumental in
bringing Ayurveda to the attention of the World Health Organization (WHO). For his tireless
efforts towards promotion of Ayurveda and service to society, Sri Krishnakumar has been
conferred with the prestigious Padmashri Award in 2009 and the National Dhanwantari Ayurveda
Award in 2016, by the Government of India.

CLASSICAL MEDICINES:

Ayurvedic attributes primary importance to preventive medicine and the maitenanace of positive
health.the major preventive approaches for maintaining and improving the quality of life
includes,individualized specific daily regimen,seasonal regimen, behavioural and ethical
consideration.healthy lifestyle is emphasized as the determinant of longevity of life,which by and
large depends on the bio-identity i.e.body-mind constitution of an individual proper understanding
of this leads the physician in making right diagnosis, prognosis and treatment plan and in guiding
patients , as well as disease-free individuals on what do’s and don’ts need to be followed for
restoration and maintenance of health.specific diet and lifestyle guidelines are always prescribed
along with the drugs and therapies so as to facilitate restoration of bio-humoral balance and health.
Specific diet and lifestyle guidelines always prescribed along with the drugs and therapies so as to
facilitate restoration of bio-humoral balance and health status. Ayurveda believes in system
biology hoslistic approach.
PROPOGATING THE SCIENCE OF AYURVEDA:
In today’s day and age, ‘lifestyle is the biggest almighty with juvenile obesity, heart trouble and
the like, fast catching up, its time to pause and look back at our traditional millennia that ensured
wholesome wellbeing. Seamlessly adapt the best of Ayurvedic treatments and remedies from
Ayurveda Vaidya pharmacy to your fast-paced urban life!

ABOUT THE FOUNDER

The Aryavaidyan Sri P. V. Rama Variar was born in 1908 as the only son of Vaidyavichakshanan
Mankulangara Kunjan Varier, a reputed Sanskrit scholar, poet and physician and Smt. Putiya
Variyath Kutty Varasiar. He joined the Ayurvedic College at Kottakkal after his high school
studies and was the trusted disciple of Vaidyaratnam P. S. Varier. Under the able guidance of his
preceptor, he was trained not only in the treatment of illnesses but also in the preparation of
medicines. He was given the independent charge of the Calicut Branch of Kottakkal Arya Vaidya
Sala in 1930, which he continued till 1943. The thirteen years of his office under the able Guru,
found him to be a trusted lieutenant, a well known Ayurvedic physician and a man to be reckoned
with in various spheres of public activity. His deep knowledge, innate sincerity, humility and
capacity for untiring hard work, won him the deep affection and trust of all those around him. The
affluent and congenial atmosphere of his life at Calicut could not fetter his restless soul. He yearned
for a dedicated to the cause of Ayurveda. He resigned his job on 30th June 1943 and with the
blessings of his Guru and good wishes of his colleagues, set out on his new venture.

Management of the Company is headed by Sri P.R. Krishnakumar. Having widely travelled in
India and abroad and possessing a broad vision on Ayurveda, he has dedicated his life to the
promotion of Indian sciences, arts, culture and Ayurveda in particular.

Sri P.R. Krishnakumar is on the advisory board of several government and non-governmental
organizations involved in the propagation of Ayurveda. For his tireless efforts towards the
promotion of Ayurveda and service to society, Sri P.R. Krishnakumar has been conferred with the
prestigious Padmashri Award in 2009 by the Government of India and with the National
Dhanwantari Ayurveda Award in 2016.
Ayurveda in international
For over 25 years, Ayurveda world has served as our Ayurvedic herbal products laboratory and
store. Ayurveda uses synergistic blends of herbs and medicinal substances to support the efficient
functioning of the body and to address underlying imbalances. Based on traditional Ayurvedic
principles and process, Ayurveda world produces tinctures, oils, herbal compounds and specific
herbal formulation up on request.
The Mount Madonna institute herbal curriculum trains students in the therapeutic uses of medicinal
plants, and the preparation of traditional herbal formulas, some production of Ayurvedic products,
and other important clinical activities. Students may volunteer to intern at Ayurveda world to
expand their knowledge and experience. Indian system of medicine, particular at Ayurveda and
yoga are becoming increasingly accepted by the medical community in Europe, especially in
Germany.
The once popular image in Europe of Ayurveda as a wellness and massage system is rapidly being
replaced by one that reflects more correctly the depth and richness of Ayurvedic wisdom and a
finer and deeper appreciation of the nature of the man at the harmonious integration of the body,
mind and soul, and his complex relationship with his environment. A further indication of this new
and positive trend is the increasing amount of clinical research in several departments of medicine
in Europe. Another reason for this trend towards traditional system of medicine, perhaps, is due to
some modern medicine’s limitations and weaknesses.
Outstanding treatment possibilities for several diseases have been developed overthe last many
decades through technological advancements in modern medicine. However, the limitations in
diagnostic methods and the alarming number of side effects of modern medicine pose serious
questions before the common man. For instance, adverse reactions to prescription drugs continues
to be a problem and has been reported to be the fourth leading cause of death in USA.
Ayurveda is derived from the Vedas, the divine Hindu legacy of knowledge. The aim Ayurveda is
not only healing of the sick, but prevention of illness and the preservation of life and in that way,
it comprises a noble systemof living that makes Ayurveda the most complete system of medicine
and health care, we know today. Hence, Ayurveda is the science concerned with the life span of a
human being. The word ayu derived from ayussu meaning life span and Veda means knowledge.
Altogether the ancient medical system is the knowledge concerning life and health.
They have aimed to bolster interest by carrying out scientific research into promising herbs and
formulas that are based on Ayurveda but not necessarily reflecting traditional practices. Of
necessity, such research eventually focuses on finding of active ingredients, and this has led to the
development of isolates from plants that are sold as "nutriceuticals" (substances not registered as
drugs, but used like nutritional and dietary supplements, sold over the counter in various
formulations with specific health benefits portrayed for them). For these, there is a growing
worldwide demand. The main suppliers of nutriceuticals are Japan, China, and the U.S., but India
stands to become a significant contributor.
As an example of development of Ayurvedic nutriceuticals, Sabinsa Corporation, a U.S. company
with affiliates in India that represents the Indian tradition, though it also takes on similar projects
involving herbs from other sources. The company was founded by Dr. Muhammed Majeed. He
was born in Kerala, India; after graduating in Pharmacy from Kerala University, Majeed emigrated
to the U.S. in 1974, where he continued his graduate studies and then worked at pharmaceutical
companies for 15 years. Then, in 1988, he founded Sabinsa Corporation. Soon after, in 1991,
Majeed set up a research and development group at Bangalore, India called Sami Labs Ltd. That
facility now has over 500 employees.
As examples of how traditional Ayurvedic ingredients are converted to modern products, it has
been found that myrrh yields guggulsterones and frankincense yields boswellic acids that are now
in high demand. For both these herbs, the original research and product development originated in
India as part of an ongoing effort to investigate and make more useful the tradition of Ayurvedic
medicine. Much of the guggulsterone and boswellic acid currently used in manufacturing products
today comes from Sabinsa.
Guggulsterones are reputed to lower blood lipids, including cholesterol, a problem recognized
currently, but not an issue of traditional Ayurvedic medicine. The standardized nutriceutical
available for most manufacturing of products is 2.5% guggulsterones; preparations of 7.5% and of
10% guggulsterones are produced, but the high sterone products are soft and more difficult to use
in manufacturing. The Sabinsa product is trademarked Gugulipid. Boswellic acids are reputed to
have potent anti-inflammatory activity, as demonstrated in laboratory experiments; its traditional
use would indicate an anti-inflammatory action. The standardized boswellic acid preparations list
their content as 50-70% boswellic acids, though it has been suggested that these are actually total
organic acids from frankincense, with boswellic acids as the major component. The Sabinsa
product is trademarked Boswellin. This trend towards nutriceutical development has not been
adopted by all. Some are still interested in promoting the ancient tradition and sell the well-known
prescriptions or make up new proprietary formulas. An example of a company that sells complex
Ayurvedic compounds is Surya Herbal in New Delhi. They are the manufacturers and exporters
of a wide range of Ayurvedic generic, branded specialties and other OTC herbal healthcare
products. The company provides 15 formulations, which match, for the most part, the categories
of natural therapeutics in demand worldwide. The products include: Memory-Loss
Capsules/Syrup; Mental Stress and Fatigue Relieving Capsules; General Weakness Tonic for Men
& Women; Liver Disorder Curative Tablets/Syrup; Piles & Varicose Veins Tablets; Throat &
Other Minor Infections Therapy Tablets/Syrup; Menstrual Regulatory Capsules/Syrup; Cough
Relief Tablets/Syrup; and Constipation Regulatory Tablets/Syrup.
Another example is Universal Medicaments Pvt. Ltd., a part of Universal Pharmaceuticals Group.
The company is best recognized for its formulations Karnim (Anti-diabetic supplement),
Herbokam (Anti-stress formula), Chetak (Stimulant), Tonabilin(Iron supplement), Minitone, U-
Gyanetone, and Unicough Syrup. Altogether, the company has about 15 main proprietary products.
Key elements in both these companies is a gradual move away from traditional Ayurvedic products
to the new formulations ("research-based") and new dosage forms (e.g., capsules and syrups to
replace, as examples, teas and ghee preparations) that suit the current demands. The direction today
is to deal with broad issues, such as lowering cholesterol and lipids, lowering blood sugar (in
diabetes), and improving cardiovascular health overall. Products in high demand also include
menopause formulas, sexual stimulants, treatments for liver disease, and detoxifying regimens.
The biggest supplier of Ayurvedic herb products for the U.S. and other Western countries is
Maharishi Ayurveda Products International, Inc., currently located in Colorado. Despite its
dominance in the field, which came about because of the popularity of Maharishi Mahesh Yogi in
his teaching of transcendental meditation, the company still has only a limited market presence
and small staff. The Maharishi had attracted a few medical doctors to his program, and they have
been vocal proponents of the products, which is the reason for their continued use. There are about
two dozen products in their catalog.
In America, Europe, and other countries, it has long been recognized that it is difficult to promote
traditional medicine systems because of their complexity, so individual herbs become the focus of
attention. The main herb of interest from India is ashwagandha. It is not promoted as much based
on its role in Ayurveda, rather, it has been compared, with considerable hyperbole, to ginseng,
which was for many years the biggest selling medicinal herb on the international

market. So, it is called "Indian ginseng" by some (though to do so now in the U.S. is illegal) and
promoted as an "adaptogen," as a sexual tonic, and as an immune enhancer, but usually without
any reference to its characteristics as recognized by Ayurveda. It is included in formulations, but
mostly with non-Ayurvedic ingredients. Previously, the best promoted herb from Ayurveda was
Centella asiatica, one type of Brahmi. This herb became popular almost entirely based on one
product (which contained two other non-Ayurvedic herbs), that was heavily promoted. Confusion
over the source led to substitution of a Chinese herb in most products recently. However, this
Ayurvedic herb is still promoted as an energizer (in Ayurvedic medicine it is a sedative), and as a
tonic for the brain (which is consistent with some Ayurvedic indications for it).
There are serious problems with traditional Ayurvedic medicine in the West. In a separate article
(Status of Ayurveda in the U.S.), I have described significant barriers that exist to development of
the field here, where Chinese medicine has done well. Visitors to India bring back distressing
stories about the status of Ayurvedic medicine education in India, which indicates that there are
problems arising in the source country.
Other issues influence the potential spread of Ayurvedic medicines. With the popularization of
herbal medicine in recent decades, along with the rapid growth in population, numerous species
used in making traditional formulas are becoming endangered. A good example is Nardostachys
(jatamansi), which is now permitted only in manufactured products and cannot be otherwise
exported; it is mainly obtained in Nepal. According to one estimate, 120 economically useful
plants in India are endangered, 35 of which are said to be important medicinals.
Quality control issues have come to the fore, with worries about contamination of plant products
by heavy metals, pesticides, and other substances, yet few Ayurvedic factories are large enough
and affluent enough to invest in the necessary testing procedures to demonstrate the quality of the
finished materials.
Ayurveda was dominated by 8 families who considered it as their family profession. They were
called Ashtavaidyas (8 physicians) and were versed in Vaghbat’s Ashtangahridaya. Each of them
specializes in one of the 8 branches in Ayurveda and helped in keeping the traditional art of healing
alive and dynamic. Even now there are families in kerala which have history of offering Ayurvedic
treatments of generations
Kerala’s masters of Ayurveda who practiced ShodhanaChikilsa developed treatment methods such
as Dhara, Pizhichil, and Njavarakizhi. The introduction of ‘Dharapathi’ is a contribution of Kerala.
Moreover, Kerala was secure in its health care system like present day and was successful in
transcending the caste barriers in the medical field scenario. Marmachikilsa, a procedure similar
to the Chinese acupuncture, is an advanced form of massage and is widely utilized by Kalaripayattu
(Kerala’s martial art) experts for improving flexibility.
The physicians in kerala were also proficient in Visha Chikilsa or Toxicology, what with the large
number of snake’s bites in the state. Medicines like Gorochanadi, Kompamchande used in the cure
of fever & epilepsy, treatment for smallpox and other infectious fevers, Gajachikilsa (treatment
for elephants) are also some of the unique contributions of kerala to Ayurveda. Kerala has also
assisted the growth of Ayurveda by means of many comprehensive books of treated such as
Rasavaiseshikam, Rasopanishath, Thanthrayukthivichara, Vaidyamanorama implying the level of
knowledge possessed by kerala physicians.
The ideal geographic location of Kerala and salubrious climate has made external purification and
rejuvenation therapies most effective for treatment of many psychometric disorders. The high
humidity in Kerala helps to open up the body process and the medicinal oils used in massaging get
easily absorbed into the body there by increasing the effectiveness of the treatment. Sirodhara,
Pizhichil, Navarakizhi, Thalpothichil, Pachakizhi, and Podikizhi are some of the Kerala special
ayurvedic procedures. The fundamentals of Ayurveda being practiced and taught in Kerala are not
different from those of the rest of the country in their essence and philosophy. But in the present
days there indeed is a notable difference in certain aspects of Kerala tradition of Ayurveda.
status of Ayurveda in India
About2000 units are involved in this field, amounting to about Rs. 50 billion in market size. In the
Ayurvedic sector, the main players include Dabur, Himalayas, Zandu and Baidhyanath. Almost
60% Indian population depends on the system of health care.
The Indian planning commission estimates massive potential increases in the export volume, to
Rs. 30 billion by 2005 and in Rs. 100 billion in 2010 (planning commission 2000). Germany, UK,
France, Switzerland, Japan and USA are major importers of Indian medicinal plant products. In
India, there are about 250000 registered medical practitioners of the Ayurvedic systems as
compared to about 700000 of the modern medical system.
Traditional medicines are governed by the drugs and cosmetics act of 1940 and the drugs and
cosmetic rules of 1945. The world market for traditional health care products based on medicinal
plants is estimated to be around USD 80 billion and expected to grow at a rate of 20% per year.
The Indian government and non-government organizations have been collecting statistics on the
ayurvedic system in India and these data about the manpower and institutional aspects of Ayurveda
have emerged:
Number of registered medical practitioners: 366,812
Number of dispensaries: 22,100
Number of hospitals: 2,189

Number of hospital beds: 33,145

Number of teaching institutions (undergraduate): 187

Number of upgraded postgraduate departments: 51

Number of specialties in postgraduate medical training: 16

Number of pharmacies manufacturing ayurvedic medicines: 8,400

In India, 60% of registered physicians are involved in non-allopathic systems of medicine.

Inaddition to the nearly 400000 ayurvedic practitioners, there are over 170000 homeopathic
physicians; India has about 500000 medical doctors (similar to the number in the US. but serving
nearly 4 times as many people). Reliance on ayurvedic medicine is heavy in certain regions of
India, such as Kerala in the southwest.
Why should we go for Ayurvedic treatment

The main goal of Ayurveda is prevention as well as the promotion of the body's own capacity
for maintenance and balance.
Ayurvedic medicine aims to integrate and balance the body, mind, and spirit. This balance is
believed to lead to happiness and health, and to help prevent illness.
Ayurvedic medicine also treats specific physical and mental health problems.
Basically in Ayurveda there are three essential humors. Vayu, Pitta and Kapha. Blood is
added as fourth humor.
Vata:It controls the creation, growth, and disintegration of all living organisms.
Pitta:It is responsible for the creation of heat and all forms of radiant energy in the body. It is
also responsible for the pumping action of the heart, the skin's temperature, and the vitality of
blood.
Kapha:Kapha supplies the placid and cooling principles to the body.
which cause disease if they become imbalanced.
Importance of Ayurveda
Ayurveda is to promote health ,increase immunity and resistance and to cure disease.

The two main aims of Ayurveda are maintenance of this equilibrium and its repair in case of any
imbalance and derangement.

The ideas about the relationships among people ,their health and the universe from the basis for
how ayurvedic practitioners think about problems that affect health

Ayurveda had recognized the importance of the environment in the total health.

Ayurveda gives equal importance of the environment in the total health

Ayurveda deals with medical subjects such as genetics, gynaecology ,aetiology,

surgery,physiology,biology,diet, ethics, personal hygienic ,social medicine, allied subjects like
animal biology ,botany, cultivation, pharmacognosy chemistry, and cosmology,

Ayurveda helps each individulas realigh their living patterns to bring about health and peace and
to remember that the true nature is sprint Ayurveda gives equal importance to both preventiveand
curative aspects.
RELEVANE OF AYURVEDA IN THE MODERN SOCIETY

The relevance of Ayurveda and its therapeutic techniques in the contemporary society differ
geographically across the world. That is, it has gained more popularity in Asia but is not widely
used in western world thereby creating a discrepancy in its use. However, Ayurveda has gained a
place as a complementary and Alternative medicine (CAM) in the western world especially in the
United States. Ayurveda is a very large domain and its relevance in the society is almost trivial.
Many medical scientists and physicians criticize the clinical relevance of Ayurvedic treatments
and assert that clinical studies in Ayurveda are limited and their effectiveness is debatable. They
mainly refer to the emphasis of Ayurveda on providing different kind of treatments for different
people having the same disease.
Everything said and done, as research is a never-ending process and drug discovery losing its sheen
day by day, it is important for the western world to come up with new plant-based drugs through
effective research and development (R&D). Traditional therapeutic practice such as the Ayurveda
can work wonders in this arena and can help in the development of medicines free from side effect
and risks.
THE HISTORY OF AYURVEDA

Ayurveda the science of life prevention and longevity is the oldest and the most holistic medical
system available on the planet today.it was placed in written form over 5000 years ago in india, it
was said to be a world medicine dealing with both body and spirit.before the advent of writing the
ancient wisdom of this healing system was a part of the spiritual tradition of the sangtang
dharma(universal religion) or vedic religion ,vedavyasa the famous sage,shaktavesha avatar of the
Vishnu put into writing the complete knowledge of the Ayurveda along with the more directly
spiritual insights of self realization into the body of spiritual literature called vedas and the vedic
literatures. There was originally four main books of the spirituality which is included amoung other
topic, health,astrology,spiritual,business,government,army,poetry and spiritual living and
behavior.these books are knows of the four vedas,rik,sama,yajur and atharva. The Rik veda a
compilation of verse of the nature of existencies the oldest surviving book of any intoeuropean
language(3000)BC.Th Rikveda also known as the cosmology known as sankhya which lies the
base of the both Ayurveda and yoga contains verse on the nature of the health and disease,
pathogenis and principle of the treatment amoung the Rigveda are found discussed of the three
dosas,vayu,pitta,and kapha and the use of herbs to heal the disease of the mind of the body and to
fister longevity.

People from numerous countries came to indian ayurvedic schools to learn about the world of
medicine and the religious scriptures it sprang from learned men from china,Tibet,the
greek,roman,Egyptian,Afghanistan,Persians and more travelled to learn the complete wisdom and
bring it back to their own countries. India knows world wide for its Ayurveda treatment.kerala is
the most famous destination for Ayurveda treatment in india it attracts tourists not only from the
other parts of the india but also from different countries.the treatment mainly comprises of the
powders,tablets,decoctions and medicated oil etc.pancha karma means five types of actions and
techniques or treatments that helps the person to be healthy.ayurveda gives a complete look into
the lifestyle of a person like starting from his personality to his daily food habits.ayurveda helps
us in understanding each at a very subtitle personal level and giving a detailed description about
the diet daily routines life style actions and activities to be followed. It’s a science that teaches
how to live life in a true and natural balance.ayurveda aims at having a healthy and happy society
free from diseases.two most important aims of the Ayurveda are to maintain the health for the
healthy people and to cure the diseases of sick people.

RESEARCH PROBLEM STATEMENT:

INTRODUCTION
A proper research methodology is based upon clearly defined problem. The problem statement
for this present research was to study impact of organizational culture on job burnout in
employees of Arya vaidhya pharmacy Coimbatore LTD.The researcher had designed
methodology for the problem undertaken. Research methodology includes defining research
problem clearly, formulating hypotheses, devising data collection methods, selecting and
implementing data analyzing techniques.
The whole procedure of research was conducted in two phases-pilot study and final study. Pilot
study was conducted primarily to purify the questionnaire scales related to organizational culture
and job burnout.

1.4 STATEMENT OF THE PROBLEM

In any organization it is important to select the best and passionate candidate from the
whole lot but it is more crucial to retain them with the same passion with the passage of time.
Burnout happens to most talented employees. India has become the outsourcing capital of the
world and this has brought with it some new category of HR challenges. Problem is a statement
which limits the boundaries of the research in hand. A researcher cannot frame a good research
design if the problem is not clearly defined, so for this research problem is defined as “ A
STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON JOB BURN OUT ”.of
employees at Arya Vaidhya Pharmacy Coimbatore Ltd.
1.5 OBJECTIVES OF THE STUDY
Primary objectives:
1.To find out and study the factors of burnout in ARYA VAIDHYA PHARMACY
COIMBATORE Ltd based on accumulative literature review and primary data.
2.To study and investigate the impact of organizational culture on job burnout among the
employees in Arya vaidhya pharmacy Coimbatore ltd.

1.6 RESEARCH METHODOLOGY

Research methodolody is a way to systematically solve the research problem.it may understand
as a science of studying how reaserch is done scientifically. The scope of the research methodology
is wider than that of research methods.when we talking about the research methodology, we can
not talk only research methods but also consider the logic behind the methods we use in the context
of our research study and explain why we are using method or technique.
1.6.1RESEARCH DESIGN
The research design is descriptive in nature.Descriptive research,also known as statistical
research.describes data characteristics about the population or phenomenon being
studied.Descriptive research answers the question who, what, where, when and how.

1.6.2 RESEARCH INSTRUMENTS

A structured questionnaire has been prepared and the first part consist of demographic factors and
the second part consist certain variables.

A structured questionnaire was used to gain maximum insights from respondents. The complete
data was checked, numbered and tabulated according to the employee’s responses using the
percentage method which was essential for the study for proper analysis of data. Graph, tables,
chart are used for the easy and quick interpretation
Primary source

The primary data is collected through questionnaire, interview and discussion with staffs
Secondary data

Secondary data is collected by reading the company broacher, journal, magazines, and official
website of the company

1.6.3 DURATION OF THE STUDY:

The study is carried out in a duration of 45 Days from April 2019 to May 2019.

1.6.4 AREA OF STUDY

The study was done at Arya Vaidhya Pharmacy Coimbatore Ltd. Kanjikod Unit

1.6.5 SAMPLING UNIT

In this project, sampling unit is an employee of the ARYA VAIDHYA PHARMACY

COIMBATORE Ltd ,KANJIKKODE. The sampling technique adopted was convenient sampling.

1.6.6 SOURCES OF DATA:

The data for the study was collected form primary and secondary sources. The Primary data are
first-hand information and the secondary data are referred from sources.

Primary Data:

it was collected through questionnaire method, and survey conducted among the employees of
Arya vaidhya Pharmacy Coimbatore ltd.

Secondary Data:

it was collected from the company records, brochures, magazines,journals, and official websites
of the organization.

1.7 SAMPLING

1.7.1 SAMPLE SIZE

Sample size for the study consisted of 100 employees at ARYA VAIDHYA PHARMACY chosen
by simple random sampling.
1.7.2 POPULATION:
The Total population of the study is…..employees at ARYA VAIDHYA PHARMACY
COIMBATORE LTD,KANJIKODE.

1.7.4 SAMPLING METHOD AND TECHNIQUE

The sampling method is probability sampling under which the simple random sampling technique
used in the research. In this technique, each member of the population has an equal chance of being
selected as subject. The entire process of sampling is done in a single step with each subject
selected independently of the other members of the population.

1.7.5 DATA COLLECTION TOOL:

Questionnaire

Direct interviews

Journals

Websites

1.7.6 DATA ANALYSIS TOOL

The data collected from questionnaire are analyzed using percentage analysis and weighted
ranking method. Percentage analysis refers to the special kind of ratio i.e., used in making
comparison between two or more sense of data. It is used to describe relationship.

% responded = (number of respondents / total number of respondents) * 100 and

correlation method
1.8 SCOPE OF STUDY

The researcher’s work examined the impact of organizational culture on job burnout in
employees of Arya vaidhya pharmacy Coimbatore Ltd. The scope of the study was wide from
the concept point of view, because it had covered major aspects of organizational culture and
job burnout.

1.9LIMITATIONS OF THE STUDY

 The data collected through questionnaire method.thus, the results depended upon the
accuracy of the response given by the respondents.
 The inadequacy of updated secondary data.
 The results obtained could be generalized.
 Response of the employees can be biased
 Employee refusing to full fill the questionnaire.
 Lack of knowledge among employees
 The result obtained to be generalized and accuracy of the findings depends on the truth of
data given by the respondent.
 Busy schedule of the workers
2.1 LITERATURE REVIEW

INTRODUCTION

Burnout is a global concern but its meaning differs as per the intentions of those who are using
it in various countries. In some countries it is used as a medical psychiatric problem and in some
it is considered as a non medical problem which is socially accepted.

From the beginning it is recognized by both researchers and medical practitioners as a social
problem which is needed to be treated. As per one estimate more than 6000 books, dissertations,
journals, articles have been published on burnout

As per Michael Leiter who had written three books on burnout, “Burnout is a feeling of
emotional, creative, and physical exhaustion. When people are burnout, they have a difficult time
getting involved outside themselves and caring about somebody else's problems, like a patient's
or a client's." Burnout happens when a person is feeling overworked and underappreciated so one
has to figure out the sources of their burnout.

JOURNEY OF JOB BURNOUT CONCEPT

The concept which was originally dismissed as pop psychology (Maslach and Schaufeli, 1993)
has emerged as a new profession in which many professionals such as psychologists, social
workers, psychiatrists, consultants and counselors are earning their living by treating burnout
victims, conducting burnout prevention workshops in the organizations. It had stimulated
research in the area of stress and emotional labour.

Job burnout is a study of last 40 years only which had started with exploring the relationship
between individual stress and people’s relation with their work in the organization. On
international front various new conceptual models had been framed with the passage of time.

In the initial stages it was more of exploratory in nature. The name was coined in mid 1970s in
U.S.A. Various write up in the initial stages were actually based upon experiences of health care
workers as well as other people who were working for human services.
2.1.1 CONCEPT OF JOB BURNOUT
“Burnout is a ‘silent condition’ induced by chronic stress that is characterized by emotional [or]
physical exhaustion, cynicism and a lack of professional efficacy,” according to Christine Louise
Hohlbaumauthor of The Power of Slow: 101 Ways to Save Time in Our 24/7 World.

Burnout is defined as a psychological response to job stress. Changes in what an individual wants
and what he/she should do or, in other words, significant disharmonies between job nature and
job owner's nature lead into burnout (Maslach & Leiter, 2005). As a metaphor, burnout points
the quench of candle or a fire if the fire does not receive adequate resources, it will be quenched
after a whileBurnout is a reflection of a person’s energy resources so when no resources are left,
employees become the organization’s worst performers (Demourti et al. 2005) It is defined in
Merriam-Webster's Collegiate Dictionaryas "Exhaustion of physical or emotional strength or
motivation usually as a result of prolonged stress or frustration."

Burnout is caused by somewhat in the situation that can no longer be tolerated. Changes in what
an individual wants and what he/she should do or, in other words, major disharmonies between
job nature and job owner's nature direct into burnout. (Maslach & Leiter, 2005).

1.Rajwa, Jaswant Kaur (2014), had undertaken a research work on an examination of cherniss
mode for finding out psychological burnout among teachers in regular and special schools. It was
found that those who are showing reduced work goals were more realistic, self oriented and less
emotionally involved in their work and the colleagues. However, the reduced work goals did not
lessen their personal responsibility. It was also observed that when personal interests dominated
the thinking they easily distance themselves emotionally from their job. The lack of feedback,
greater social isolation, bureaucratic hindrances, more problems with students, and greater
conflicts, but satisfaction with the skills acquired and levels ofcompetence were good predictors
of burnout among teachers in regular schools. Burnout factors accounted for 41 % of the variance
in intentions to quit teaching.

2. Ravindra .N. Shukla (2012) had studied burnout syndrome in teachers with reference to job
satisfaction, age, gender and experience in his research work under faculty of Management. The
researcher had adapted Maslach Burnout Inventory scale and Scott McDonald Generic Job
Satisfaction Scale. Burnout had negative and significant relationship with job satisfaction was the
main finding of the study. It was also found that there was no significant relationship between
burnout and experiences and between burnout and age. Research had also concluded that male
and female teachers are not significantly different from each other in terms of burnout.

3. Uppal, Mukesh Kumari (1998) had studied stress and burnout in profession of coaching by
an Indian coach. Maslach Burnout Inventory (MBI1986) and Stress Diagnostic Survey (SDS 1982)
was used to study research problem. Study revealed that younger coaches show a higher degree of
burnout as compared to older ones. Female coaches show high emotional exhaustion and less
depersonalization and diminished personal accomplishment. Coaches with less than 6 years
experience show high degree of burnout. Less satisfaction with salary leads to more burnout.
Indian coaches’ shows moderate stress and they get more stressed from macro stressors i.e.
organizational culture and less from stressed from micro stressors i.e. individual factors. Reward,
participation, supervisory style, responsibility for people, time pressure and technology has been
viewed as major stressors.

4. Halder, Sarmishtha(2010), had undertaken this study with the objective to find out the reasons
of employee burnout in IT sector by analyzing working conditions of employees in the
organization. The study had proposed measures which an organization has to undertake for helping
employees to overcome the problems like depression and stress etc. There is no significant relation
between rewards and the employee burnout and there is no significant relation between
organization’s support to the employees and employee burnout are other findings of the study

5. Bakker & Costa (2014) discussed the individual employee’s part in the growth of his job
burnout. This paper is written from the point of view of burnt out worker. It was mentioned that
burnout is a continuous; health destroying and can remain stable for even 15 years. In the process
of burnout employees usually display symptoms of withdrawal behavior in the form of
presenteeism, latenass, absenteeism and turnover. Points were also put forth to establish that
chronic burnout strengthens the loss cycle of daily job demands and daily self discouragement as
well as chronic burnout weakens the gain cycle of daily job resources, daily job crafting and daily
work engagement. It was concluded that highly burnt out employees requires help in changing
their working conditions. Employees try to cope with only when facing mild burnout. It is not
possible to improve highly burnout with more resources.
6. Oerlemans &Bakker (2014) founded that employees who are at risk for burnout should stop
spending much time on working activities and instead spent time on non work activities. It was
recommended that employees can keep daily diary to note down activities which bring more daily
recovery for them. Social, Physical,low effort activities help in recovering to employees who are
at risk of burnout as they put no further demand and need different resources.on the other they feel
more burnout they spend their off time on work related activities.

7. Reza Rezaee Shirazi, Yaghob Beiki,Faezeh zamanian ,Kamal Esapour(2011), had taken
this research work to study the relationship between organizational commitment and job burnout
among physical education teachers of Golestan Province ,Iran on a sample of 216 teachers. Meyer
and Allen’s organizational commitment scale and Maslach burnout inventory scale was used to do
the study. It was found that burnout is contagious and feeling of inability to achieve desired
performance leads to more emotional exahaustion. Burnout affects differently at individual and
organizational level It has physical and psychological consequences at individual level. While at
organizational level it leads to less commitment more resignations, absentieesm

8. Ten Brummelhuis et al. (2011) had found that intrinsic motivation helps employees to break
through the negative cycle of burnout. It was also discovered that employees with high intrinsic
motivation improve their job resources at work by seeking support from co- workers and
supervisors as well as by participating in decision making. They found that social support from
spouse also helped in this recovering.

9. Demourti et al. (2010) had empirically studied the dimensionality of burnout and work
engagement by using MBI-GS, Oldenburg burnout inventory and the Utrecht work engagement
scale. It was found that cynicism and dedication are opposite ends of one attitude dimension named
identification whereas exhaustion and vigour are opposite ends of energy dimension.it was also
pointed out that instead of MBI GS scale ,OLBI scale can be used for both burnout and engagement
measurement.

10. Schaufeli,Leiter & Maslach (2009) states that the meaning of burnout differs between
countries, context and the intention for using this term. In some countries it is considered as a
medical term and in some it is a non medical socially accepted term which attaches fewer stigmas.
This paper had also presented the historical journey of burnout and burnout causes due to
difference between stated values and values in action, difference between personal values and
organizational values. The paper had also mentioned that a rapidly developing country like India
due to globalization, privatization and liberalization is giving ground to its employees for getting
burnout as they are facing increased demand of learning new skills, time pressure, hectic job and
pressure of high productivity( as cited in Kulkarni 2006).

11. Bakker et al. (2005) had tested and redefined the job demands resources model in this study.
For dimensions emotional exhaustion and depersonalization it was proved that interaction between
high demands and low resources generates high levels of burnout. But this study had not been
proved for professional efficacy. Four job demands such as work overload, emotional demands,
physical demands and work home interference along with four job sources such as autonomy,
quality of the relationship, performance feedback and social support had been used.

12. Langelaan et al. (2005) had examined whether work engagement and burnout can be
differentiated on the basis of personality and temperament factors. It was found that high
neuroticism is the main feature of burnout on the other hand work engagement is associated with
low neuroticism. In this way burnout and engagement are opposites of each other. Regarding
temperament, mobility classified employees in term of high or low on engagement.

13. Bakker et al.(2002) had examined the factorial validity of the MBI-General Survey in eight
diverse occupational groups of recruits who were recruited through the internet. One of the
important findings is that females reported higher levels of burnout than males especially when
they are young and having minimum experience. In all eight groups three factor models fits the
data equally and had proved that the MBI-GS is one measure which can be used in any
occupational study and exhaustion, depersonalization and efficacy are three independent
dimensions of burnout.

14. Schaufeli et al. (2002) had examined burnout and engagement which is assumed as
hypothesized opposite of burnout. They had conducted study on undergraduate students from
Spain, portgual and Netherlands. Burnout was assessed through MBI-GS scale and engagement
through UWES scale of Schaufeli. It was proved that both the scales are negatively correlated to
each other. Efficacy and Vigor are positively connected with academic performance in all the
countries
15. Brotheridge, Celeste M. and Alicia A. Grandey. (2002) had contributed in both burnout and
emotional labour literature through this research paper. The research had given a new direction by
saying that job and employee focussed emotional labour variables predicts not only about
emotional exhaustion component of job burnout but also personal accomplishment dimension of
burnout, which shows that organisation’s emotional demands and emotion management styles can
also create positive outcomes. As predicted earlier surface acting; a dimension of emotional labour
may generate guilt and lead to diminished sense of personal accomplishment whereas deep acting
will lead to high personal efficacy at work. Results did not support the hypotheses that emotional
labour jobs (Hochschild 1983) or the caring profession (Maslach 1978) leads to higher level of
burnout than those for managers, clerical employees and physical labourers

16.Maslach et al. (2001) focused on the assessment of burnout, and several different measures
were developed.According to the researcher reasons of burnout are work overload (exhaustion),
social conflict (Depersonalization) and lack of resources (Inefficiency). The only measure that
assesses all three of the core dimensions is MBI-Human Services Survey (MBI-HSS) was
designed for use with people working in the human services and health care. A second version
was developed for use by people working in educational settings (the MBI-Educators Survey, or
MBI-ES). In both the HSS and ES forms, the labels for the three dimensions are Emotional
exhaustion, depersonalization, and reduced personal accomplishment were set as dimensions of
job burnout. Given the increasing interest in burnout within occupations that are not so clearly
people-oriented, a third, general version of the MBI was developed (the MBI-General Survey, or
MBI-GS). Their findings gave empirical support to the idea that burnout is linked with it was
also proved that more chances of burnout for depression prone personality
17. Lee & Ashforth(1990), had compared Maslach’s three factor model with other factor models
of the MBI. It was found that the three dimensions are closely related with variables related with
strain, stress coping and self efficacy. Emotional exhaustion and depersonalization dimensions
are highly correlated with each other making it difficult to find the unique contribution of them
separately. This study was conducted among a sample of supervisors and managers in the human
services.
18. Maslach & Jackson (1981) had used burnout scale first time and after doing psychometric
analysis they had proved that this sale had both reliability and validity. The items in the sale had
been written in the form of statements about personal feelings or attitudes. Initially consisting of
47 items it had been reduced to 25 items. Reliability of the scale was proved through test retest
reliability. Relation between burnout and intention to leave, absenteeism, insomnia and bad
relations was proved.
19. Perlman, Hartman & Alan(!981) had defined burnout as a response to chronic emotional
stress and it had reviewed, compared and summarized writings on burnout from 1974 to 1980,
so it gives an idea of trend regarding burnout. Based on these studies it had proposed new
definition of burnout which includes emotional or physical exhaustion, lowered work
productivity and over depersonalization
20. Gary Dassler and Biju Varkkey(2008) hadquoted definitions of burnout by experts.They
had described various measures to prevent burnout such as break your pattern and do variety of
things, get away from your usual routine of work for introspection, reassess the intrinsic worth
of your goals and think whether you can do your job without getting so tense by referring a book
titled ‘How to beat the high cost of success’ written by Dr.Herbert Freudenberger.. Researchers
pointed out that mini vacations such as physical exercise, mediation, powernap and reflective
thinking during the work day might help reduce stress and burnout as stated by Charlotte Fritz
and Sabine Sonnentag in‘Recovery, Well being, and performance related Outcomes. The role of
workload and Vacation Experiences’, “Journal of Applied Psychology 91, no.4 (July 2006) p.936
(10)
21. Michael Drafke (2006)explains burnout as a disease of high achievers. The author had
described some symptoms of individuals who experience burnout as they become apathetic
toward their work responsibilities, engage in the fight syndrome, feel that they are working harder
and accomplishing less, feel irritable, develop physical pain, withdraw from friends and loved
ones, lose their sense of humor, feel tired much of the time and consume greater quantities of
alcohol than in the past. Author had given some suggestions to the employer so that they can
avoid employee tension which causes burnout by not setting impossibly high goals, by not
bringing up employee’s past mistakes when you are correcting them for a current mistake and by
not shifting employees off one project to another.
22 . David A. DeCenzo and Stephen P. Robbins (2005) classified burnout as a multifaceted
phenomenon which is the byproduct of both personal and organizational variables. Major factors
contributing to burnout are organization characteristics, perceptions of role, individual
characteristics and outcomes. The author had proposed four techniques for burn out management.
These are Identification, Prevention, Mediation and Remediation. The authors had pointed
towards several variables which has been discussed in conceptual framework chapter.
23.H John Bernardin(2007) mentions that chronic and long term stress is commonly referred
to as job burnout. One estimate revealed that almost $ 90 billion is lost each year due to burnout
and its related implications (i.e., emotional exhaustion, poor performance and absenteeism).One
study reported that employees who had suffered accidents were unsatisfied with their jobs and
had higher levels of job tension and lower organizational commitment and faith in management.

24.John M Ivancevich(2009) had given an excerpt that there are three dimensions of burnout
emotional exhaustion, cynicism and negative self evaluation. People can range from high to low
across a continuum on all three dimensions. Burnout is not a depression but it could be an
important precursor to people becoming depressed. Burnout affects both men and women almost
equally. There is no evidence to suggest that burnout is prevalent in some countries and cultures
than others. The research had not proven that there is any significant difference between effects
of burnout on white or blue collar employees As per Maslach companies should look into six key
dimensions at their work place and if there is good match between employees and these six
dimensions, whatever are their jobs, one can find more engagement with job and less burnout.
This has been mentioned in conceptual framework chapter.
2.2 THEORATICAL FRAMEWORK

Burnout is increasingly costly in human and economic terms. In order to burn out, a person needs
to have been on fire at one time. It follows that one of the greatest costs of burnout is the
diminution of the effective service of the very best people in a given profession (Pines & Aronson
1988) and the resultant loss of productivity. Absenteeism, turnover, physiological symptoms,
compensation for health claims, psychological withdrawal, aggression, alienation and
dysfunctional coping mechanisms (such as the use of alcohol as a “coping drug”) combine to
raise the price of getting the job done.

The most probable effects of this situation are extended stress, fatigue, frustration and
helplessness under the burden of crushing demands. The person exhausts his aspirations and
enthusiasm followed by loss of self confidence and psychological withdrawal. This leads to
burnout and the individual may start losing interest to go to work and will initiate displaying
mental and physical collapse.

Burned-out employees can be costly in terms of productivity, and if burned-out employees quit,
there are the costs of replacement searches and training. Ultimately the biggest price companies’
pay for burnout is a loss of talented people.

Burnout can manifest itself in a variety of ways, including the following:

• Frustration or indifference toward work

• Persistent irritability

• Anger, sarcasm, or being argumentative

• Exhaustion

• Absenteeism

• Job withdrawal

• Intention to leave the job

2.2.1 MEASURING JOB BURNOUT

Over a period of time various researchers had attempted to quantify the term job burnout. With
the help of standardized questionnaires so as to better understand it, diagnose and manage this
problem. The three most in use standard scales for measuring burnout are Maslach Burnout
Inventory (MBI: Maslach and Jackson1981), Oldenburg burnout inventory (OLBI: Demerouti &
Nachreiner 1998) and Copenhagen burnout inventory (Kristensen 2005).

2.2.2 DIMENSIONS OF BURNOUT

Since past decades, various studies are conducted to investigate the various dimensions of
burnout. There is agreement within literature regarding burnout as a multidimensional construct
comprising three interrelated but distinct components, namely, emotional exhaustion,
depersonalization, and reduced personal accomplishment. Maslach describes these as three
primary symptoms. Three commonly accepted dimensions of burnout are related with (Maslach
& Leiter, 2005; Maslach & Jackson, 1981; Pines & Maslach, 1981) three distinct states in which
employees feel emotionally “spent” (emotional exhaustion), display a detached attitude toward
others (depersonalization), and experience a low sense of efficacy at work (diminished personal
accomplishment)

Emotional exhaustion

This is the central quality of burnout and the most obvious manifestation of this complex
syndrome. When people describe themselves or others as experiencing burnout, they are most
often referring to the experience of exhaustion. Emotional exhaustion which means energy
discharge and consumption of emotional resources. This dimension can be considered as the
cornerstone of job burnout. The exhaustion component represents the basic individual stress
dimension of burnout. It refers to feelings of being overextended and depleted of one’s emotional
and physical resources (Maslach, Schaufeli & Leiter 2001). The emotional demands of the work
can exhaust a service provider’s capacity to be involved with, and responsive to, the needs of
service recipients (Maslach, Schaufeli & Leiter 2001). Moreover, workers who perform
emotional labor under conditions of low job autonomy or high job involvement are more at risk
of emotional exhaustion than others (Wharton 1993). People feel drained, used up, and unable to
unwind and recover. Although burnout victims are tired during the day, they are unable to sleep
at night (Pines & Aronson 1988).

Cynicism or Depersonalization-

Due to this worker get separated from others and causes pessimism to colleagues, customers and
organization. This dimension of the job burnout is prevalent among those staffs who regularly
communicate to other persons We have probably all interacted at one time or another with a
service worker who appears to be “mentally absent on the job,” going through the motions in a
detached, uncaring, even robotic manner. This worker is likely suffering from burnout. People
use cognitive distancingby developing an indifference or cynical attitude when they are
exhausted and discouraged on the job (Maslach, Schaufeli & Leiter 2001). The cynicism (or
depersonalization) component represents the interpersonal context dimension of burnout. In the
helping professions, depersonalization often means treating clients as objects and becoming
apathetic with regard to clients (Zapf 2002). It refers to a negative, callous, or excessively
detached response to various aspects of the job (Maslach, Schaufeli & Leiter 2001). This outcome
is captured by one’s feelings of indifference, resentment or hostility towards the very people
whom they are supposed to be helping and take a cold, distant attitude toward work and the
people on the job. They often discover in themselves coldness and nastiness they never knew
existed – manifested in the development of dehumanizing attitudes toward the recipients of their
services.

Ineffectiveness/Diminished personal accomplishment

This lack of personal accomplishment is the third dimension of burnout, and is the tendency to
evaluate one’s work with clients negatively. The component of reduced efficacy or
accomplishment represents the self-evaluation dimension of burnout. It refers to feelings of
incompetence and a lack of achievement and productivity at work (Maslach, Schaufeli & Leiter
2001). The belief that one is no longer able to achieve one’s goals in work with clients is
accompanied by feelings of inefficiency, poor professional self-esteem (Schaufeli & Enzmann
1998, as cited in Zapf 2002), and a growing sense of inadequacy (Maslach & Leiter 1997). A
work situation with chronic, overwhelming demands that contribute to exhaustion or cynicism is
likely to erode one’s sense of effectiveness.
Interrelationship of these dimensions
It is difficult to gain a sense of accomplishment when feeling exhausted or when helping people
toward whom one is indifferent (Maslach, Schaufeli & Leiter 2001).Taken together, the burnout
dimensions indicate that employees are no longer able to adequately manage their emotions or
manage the emotions of others when interacting with clients or co-workers (Zapf 2002). It is
important to make a distinction between the three burnout dimensions, whereas exhaustion is
most clearly the result of job demands (including workload, emotional demands, unfavorable
physical working environment), cynicism and professional efficacy are most strongly related to
lack of job resources (including autonomy, social support, performance feedback). In addition,
exhaustion seems to be the most important predictor of absenteeism, whereas depersonalization
and efficacy are more often found to predict personnel turnover and client satisfaction
(Bakker,Deerouti & Schaufeli 2002). Depersonalization was considered as a dysfunctional mode
of coping with the emotional demands of service provision by distancing oneself emotionally
from recipients. Cynicism represents a form of mental distancing from work in response to
exhausting, discouraging aspects of work itself ( Leiter & Schaufeli, 1996)

Emotional exhaustion and cynicism are considered as the core burnout dimensions. Various
research studies had taken only these two dimensions for measuring job burnout (Roma et al.
2006,Demerouti et al. 2010). Personal efficacy is considered by many researchers as a personality
factor rather than burnout component(Codes & Dougerthy 1993).Low correlation was found
between efficacy and other two burnout dimensions (Lee & Ashforth 1996).Cynicism develops
in response to exhaustion whereas efficacy develops independently and parallels (Leiter 1993) It
is important to make a distinction between the three burnout dimensions, since the empirical
evidence shows that they have different causes and consequences. Whereas exhaustion is most
clearly the result of job demands (including workload, emotional demands, unfavorable physical
working environment). Cynicism and professional efficacy are most strongly related to (lack of)
job resources (including autonomy, social support, performance feedback).One can understand
burnout process in terms of stress-strain –coping framework(Leiter 1989).Emotional exhaustion
is related with strainas it is linked to anxiety, physical fatigue, insomnia and tension(Perlman &
Hartman 1982,Maslach & Jackson1981).Depersonalization is linked with coping and is one form
of defensive behavior where the individual starts treating others as objects in response to his
depletion of emotional energy. And reduced personal accomplishment was considered as an
outcome of the stressstrain-coping sequence. (Leiter 1989)

Exhaustion seems to be the most important predictor of absenteeism (particularly absence

duration). Depersonalization and efficacy are more often found to predict personnel turnover
and client satisfaction

ORGANIZATIONAL CULTURE
1. Result Orientation: It can be described as the degree or extent to which management
focuses outcome rather than on route to achieve outcome.
2. People Orientation: It can be described as the level or extent to which management gives
attention to outcome of decisions on employees working in the organization and on its
shareholders.
3. Team Orientation: It can be described as the degree or level to which workings are
structured around team rather than individuals.
4. Communication orientation: It can be described as the quantity and category of
interchange permitted. The communication flow can be downward, upward, across the
organization and in other directions as came out by the culture.

ORGANIZATIONAL CULTURE
Most of the models/frameworks related with measuring organizational culture are based on
theoretical considerations of Schein (1985) and Hatch and Cunliffe (2006). Organizational
culture is defined and measured by various researchers on these basis

On the basis of dimensions- The dimensions approach strongly focuses on measuring

organizational culture empirically along scales that can be related to other dependent variables
of interest. The most famous one is Hofstede’s culture dimensions (power distance,
individualism, masculinity, uncertainty avoidance, long-term vs. short-term orientation)
On the basis of basic fundamentals and interrelated structures- Interrelated structure
approaches focus on relating the concept of organizational
REASONS OF JOB BURNOUT

‘Burnout points the quench of candle or a fire; if the fire does not receive adequate
resources, it will be quenched after a while.’(Schaufiel et al., 2009).One often hears the term
“Burnout” used to describe a situation where someone is no longer performing well in his or her
position. It is important to focus on the fact that he is no longer performing well, implying that
he/she did perform well in the past. What happened to this person?

Burnout does not occur spontaneously in one dramatic episode. Burnout occurs in stages and is
progressive and prolonged (Ter Hoeven,Bakker & Peper 2011:Brock & Grady, 2002). Physical
symptoms common to burnout are illness, weight problems, blood pressure changes, stomach
problems, and intestinal distress. Burnout is a chronic condition that can occur over a period of
weeks, months, and even years (Freudenberger, 1980).Burnout in an individual can remain stable
for a period of five, ten or even fifteen years(Bakker et al. 2000). Exhaustion is the first stage of
burnout and denial the second stage. Denial drains an individual’s energy and then burnout
becomes self-generating

Burnout strikes employees when they have exhausted their physical or emotional strength. This
usualLy occurs as a result of prolonged stress or frustration. Sometimes the cause is the
workenvironment. Stressful jobs, lack of support and resources, and tight deadlines can all
contribute to burnout. Other times, burnout has more to do with employees' expectations of
themselves or their personal circumstances. It can drain an organization's morale—as well as its
wallet.

Burnout looks deceptive, in that initially it appears to be a positive thing. Work takes less energy.
You may experience yourself as moving faster, and in so doing you begin to multitask. Burnout
generally develops in the following ways. Firstly employees with elevated aspirations and strong
impetus to get things done are key candidates for burnout under certain circumstances. They are
particularly susceptible when the organization suppresses or confines their initiative at the same
time persistently demanding that they serve the organization’s own ends. In such a state the
individual is likely to put too much of himself into the job. So he will strive to meet his or her
own schedule while simultaneously trying to fulfill the organization’s expectations. Furthermore,
they may begin to experience a loss of control. Stress can motivate performance, but too much
stress can cause burnout. Stimuli at both work and outside work act as stressors.

Job burnout can result from various factors; some of the important factors are as under:

• Lack of control. An incapability to influence decisions that affect one’s job such as
one’s schedule, assignments or workload which can lead to job burnout. So it could
be deficient in of crucial resources to do one’s work.
• Unclear job expectations. If one is unclear about the degree of authority that one
have or what their supervisor or others expect from them, one is not likely to feel
comfortable at work.
• Dysfunctional workplace dynamics. Perhaps you work with an office bully; you feel
undermined by colleagues or your boss micromanages your work. These and related
situations can contribute to job stress.
• Mismatch in values. If one’s values diverge from the approach one’s employer does
business or handles grievances, this disparity may ultimately take a toll.
• Poor job fit. If the job doesn't match with one’s interests and skills, it might become
progressively demanding over time.
• Extremes of activity. When a job is always repetitive or confused, one require steady
vigor to stay alert which can direct to tiredness and job burnout.

Maslach and Leiter (2005) identified two groups of factors which dominate the person before
burnout. The first group called situational predictors which include six antecedents: (1)
workload, (2) control, (3) award, (4) social network, (5) job fairness, and (6) values.
Situational factors include pressure of job demands and lack of job resources. The second
group includes individual antecedents such as age, gender, marital status and experience.
Cordes et al. (1997) categorized burnoutrelated factors into three groups: (1) job and role
characteristics, (2) organizational characteristics and (3) personal characteristics. Usually
these situational and individual factors are of stable nature and can persist for a very long
period. So in case if employee has a personality that is not in fit with the work environment
and the work environment is suboptimal risk of getting job burnout enhances.
IMPACT OF BURNOUT

Burnout is increasingly costly in human and economic terms. In order to burn out, a person
needs to have been on fire at one time. It follows that one of the greatest costs of burnout is
the diminution of the effective service of the very best people in a given profession (Pines &
Aronson 1988) and the resultant loss of productivity. Absenteeism, turnover, physiological
symptoms, compensation for health claims, psychological withdrawal, aggression, alienation
and dysfunctional coping mechanisms (such as the use of alcohol as a “coping drug”)
combine to raise the price of getting the job done.

The most probable effects of this situation are extended stress, fatigue, frustration and
helplessness under the burden of crushing demands. The person exhausts his aspirations and
enthusiasm followed by loss of self confidence and psychological withdrawal. This leads to
burnout and the individual may start losing interest to go to work and will initiate displaying
mental and physical collapse.

Burned-out employees can be costly in terms of productivity, and if burned-out employees

quit, there are the costs of replacement searches and training. Ultimately the biggest price
companies’ pay for burnout is a loss of talented people.

Burnout can manifest itself in a variety of ways, including the following:

• Frustration or indifference toward work

• Persistent irritability

• Anger, sarcasm, or being argumentative

• Exhaustion

• Absenteeism

• Job withdrawal

• Intention to leave the job

Impact of Emotional Exhaustion on Individual

This individual focused dimension makes employee feel overstretched which leads to:

• People feel drained, used up, and unable to unwind and recover.

• Weariness and sleep problems although burnout victims are tired during the day, they
are unable to sleep at night.
• The emotional demands of the work can exhaust a service provider’s capacity to be
involved with, and responsive to, the needs of service recipients (Maslach, Schaufeli
& Leiter 2001, 403).

Impact of Cynicism or depersonalization on Individual

This interpersonal dimension basically brings negative detached attitude. Other negative impacts
are as:

• Absentmindedness

• Feelings of indifference, resentment or hostility towards the very people whom they
are supposed to be helping.

Impact of Lack of personal efficacy on Individual

Effect of this self evaluation dimension on individual is as under:

• More feelings of inefficiency

• Poor professional self-esteem

• Less self motivation

• Less productivity

• Less commitment to their jobs.

• Lack in energy

• Less satisfaction from his job

• More disillusioned about his job

 • They often discover in themselves coldness they never knew existed Often, the
clients are labeled in a derogatory way and treated accordingly (Schaufeli & Enzmann
1998).

Impact of Job Burnout on Health

Employees with high levels of burnout suffer from various physical and psychological health
related issues. Burnout can create such physical problems such as headache, gastrointestinal
illness, high blood pressure, muscle tension and chronic fatigue (Cordes and Dougherty 1993,
Maslach 1997). It can also create psychological problems such as lowered self esteem,
depression, irritability, helplessness and anxiety (Cordes and Dougherty 1993).It was also proven
as risk factor for cardiovascular diseases, depression and anxiety disorders (Ahola 2007 as cited
in Bakker & Costa 2014). It also causes memory impairment, neck pain and sleep disturbance
(Peterson et al. 2008 as cited in Bakker & Costa 2014).

Impact of Burnout on Daily Job Functioning

Individuals who are suffering from chronic burnout deal differently with their daily job demands as
compared to people who are low in burnout. Employees with burnout risk creates more job demands
over time, they will make more mistakes which will get added to high job demands. They will also
less likely to mobilize job resources. It was found that employees who score higher on burnout are
less likely to receive performance feedback, co-worker’s and supervisor’s support, job autonomy,
participation in decision making and access to information(Schaufeli,Bakker,et al.2009).Resources
are linked to each other like a web in which resource gain and loss occurs in spirals. Loss spirals will
follow initial losses where each loss results into depletion of resources for confronting the next loss
(hobfoll, 2002 as cited in Bakker and Costa 2011, 2014).So burnout can be seen as a downward cycle
under which loss of resources further creates more loss of

resources in future as well as buildup of demands causing and helping burnout to continue. Intrinsically
motivated employees be able to gather more resources at work which helps to prevent feeling of burnout
from escalating as they have a positive attitude to get out of a difficult situation(Brummelhuis et al.2011).
Relationship between Organizational Culture and Burnout

The organization’s culture also can be used to help manage stress. In some organizations e.g. there is a
strong norm against taking time off or going on vacation. In the long run such norms can cause major
stress. Thus the organization should strive to foster a culture that reinforces a healthy mix of work and
non work activities. Autonomy and support were two of the most important buffers of job demands on
the burnout dimensions. Organizations should provide sufficient amount of job resources such as
autonomy, support, opportunities for personal growth and development to employees so as to reduce the
negative effect of job demands on burnout (Bakker et al. 2006).

In some cultures it is not considered good to discuss burnout or related terms such as exhaustion,
depression openly in that case it will remain dormant and unidentified which will not seek timely
attention but will explode suddenly one day(Squires et al. 2014).

The interventions to prevent or reduce burnout should be focused on not only on individual but also at
team or organizational level. These interventions may focus on leadership style, team environment and
interpersonal context in working teams (Bakker 2000).

ROLE OF SOCIO -DEMOGRAPHIC FACTORS IN BURNOUT

“One cannot hire a hand; the whole man always comes with it."

-Peter Drucker

Age, gender, marital status, experience, position in the organization and educational level of respondents
are taken as socio demographic variables for this study.

Usually age brings maturity and one can handle stress which is one of the reasons of burnout.Ithas been
most consistently related to burnout. Among younger employees the level of burnout is reported to be higher
than it is among those over 30 or 40 years old. Age is confounded with work experience, so burnout appears
to be more of a risk earlier in one’s career. As per Maslach employees who are easy to burnout will leave
their career early so the older people who had remained in the organization will show less burnout
symptoms. Young employees usually have high expectations from them due to which they suffer from
emotional exhaustion. With regard to maritalstatus, a successful marriage brings stability and emotional
support. One can distress everyday by sharing with the partner about their daily stress. So unmarried people
had shown more symptoms of burnout (Maslach & Jackson 1985).As family serve as a source of emotional
support.Higherlevelofeducation enables one to have more thinking power and more job responsibilities at
higher posts. This can give more stress but less chances of interaction with the customers. So they face
more emotional exhaustion and depersonalization. On the basis of gender women were found to be more
emotionally exhausted than men (Maslach 2001:Prins et al.2010).As a member belonging to minority young
females have to prove themselves more as compared to young males so as they are putting more efforts
their chances of burning out are more (Schaufeli & Enzmann 1998).Females usually scores higher on
emotional exhaustion on the other hand males score higher on depersonalization(Schaufeli et al.
1998).Females usually experience more emotional exhaustion and depersonalization if they were non
managers ,on the other hand men managers experienced more emotional exhaustion and
depersonalization(Pretty et al.1992 as cited in Cordes & Dougherty 1993).
DEMOGRAPHIC FACTORS

The data collected through queationnaire were compiled and presented in the form of tables and
charts.Then the data were analyzed, and interpreted using

TABLE 3.1 AGE OF RESPONDENTS

Age (in years) No.of Respondents Percentage

Below 20 11 11
20-30 14 14
30-40 31 31
40-50 29 29
Above 50 15 15
TOTAL 100 100

3.1 CHART 3.1 SHOWING THE AGE GROUP OF RESPONDENTS

No.of Respondents
45
40
NO.OF RESPONDENTS

35
30
25
20
15 31 29
10
14 15
5 11
0
Below 20 20-30 30-40 40-50 Above 50

AGE GROUP

INTERPRETATION

The above table shows that the majority of the Respondent’s (31%)are between 30-40 age
Group.(11% )of workers are below 20 years.29% are having age between 40-50.(15%) are above
50 years of Age .And only14% are in between the age of 20-30.
TABLE 3.2 GENDER RESPONDENTS

Percentage
Gender No.of Respondents

Male 65 65
Female 35 35
TOTAL 100 100

CHART 3.2 SHOWING GENDER RESPONDENTS

No. of Respondents
70 65

60

50

40 35

30

20

10

0
Male Female

INTERPRETATION

The above table indicates that the majority of the workers(65%) in the organization are male.and
the reasonable number(35%) are female.

From the above graph we can understand that the proportion of male and female are almost 2:1.

Most of the men are involved in the operation maintenance process and women are doing packing
works.so it is very clear that the company have a good proportion of human asset.
TABLE 3.3 MARITAL STATUS

Marital status No. of Respondents Percentage

Single 33 33
Married 65 65
Separated 2 2
TOTAL 100 100

CHART 3.3 SHOWING MARITAL STATUS

No. of Respondents
70 65

60

50

40 33
30

20

10
2
0
Single Married Separated

INTERPRETATION

The above table shows that the 65% of respondents are married.next big number (33%) is
unmarried.and some of them (2%) are separated.
TABLE 3.4 INCOME OF THE EMPLOYEES

Income No. of Respondents Percentage

Less than 20000 25 25
20000-30000 45 45
Greater than 30000 30 30
TOTAL 100 100

CHART 3.4 INCOME OF THE EMPLOYEES

No. of Respondents
50
45
40
35
30
25
20
15
10
5
0
Less than 20000 20000-30000 Greater than 30000

INTERPRETATION

From the above table,we can understand that most of the respondents (45%) are earning in
between 20000-30000.30% are earning above 30000 and only 25% is earning less than 20000.
ORGANIZATIONAL CULTURE

TABLE 3.5 MISSION SET BY THE ORGANIZATION PROVIDE A VERY USEFUL

GUIDANCE FOR THE ORGANIZATIONS EVERYDAY FUNCTIONING

Opinion No. of Respondents Percentage

Agree 35 35
Strongly agree 20 20
Neutral 20 20
Disagree 15 15
Strongly disagree 10 10
TOTAL 100 100
CHART 3.5 SHOWING ORGANIZATIONAL GUIDANCE IN EVERYDAY
FUNCTIONING

No. of Respondents
40
35
35

30

25
20 20
20
15
15
10
10

0
Agree Strongly agree Neutral Disagree Strongly disagree

INTERPRETATION:

From the above table,35% says that guidance are usefull in everyday organizational
functioning,20%,15%,20%, are strongly agree,disagree neutral respectively and 10% of
employees are strongly disagreeing the statement.The above graph shows that many respondents
are not satisfied with the guidance given by the organization.it will take a disrespect and
communication gap between management and employees.
TABLE 3.6 THE ORGANIZATION HAS FORMAL PLANNING FOR THE
ACHIEVEMENT OF GOALS

Opinion No.of Respondents Percentage

Agree 16 16
strongly agree 19 19
Neutral 38 38
Disagree 17 17
strongly disagree 10 10
TOTAL 100 100

CHART 3.6 SHOWING ORGANIZATION HAS FORMAL PLANNING FOR THE

ACHIEVEMENT OF GOALS

No.of Respondents
40

35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION

From the above table,38% says that the organization has formal planning for achievement of goals,
19% are strongly agree, 17% disagree,16% are agreeing.The above graph shows that many
respondents are not satisfied with the formal planning for the achievement of goals.
Table 3.7 I FEEL THAT THE TIMELINESS OF DECISIONS IS ALWAYS ENSURED IN
THE ORGANIZATION

Opinion no.of respondents Percentage

Agree 30 30
strongly agree 25 25
Neutral 29 29
Disagree 10 10
strongly disagree 6 6
Total 100 100
CHART 3.7 SHOWING TIMELINESS DECISIONS ARE SHOWN IN THE
ORGANIZATION

no.of respondents
35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

From the above graph it is clearly shown that 30 % of respondents are agreed and 29 are
neutral.25% of respondents are strongly agreed the statement.and 10% are disagreeing and only 6
% are strongly disagreeing.
PEOPLE ORIENTATION:

TABLE 3.8 OPINION REGARDING EMPLOYEES ARE ABLE TO ACT

INDEPENDENTLY IN THE ORGANIZATION

Opinion No.of Respondents Percentage

Agree 13 13
strongly agree 37 37
Neutral 29 29
Disagree 15 15
strongly disagree 6 6
TOTAL 100 100
CHART 3.8 SHOWING EMPLOYEES ARE ABLE TO ACT INDEPENDENTLY

No.of Respondents
40

35

30

25

20

15

10

0
Agree strongly agree Neutral Disagree strongly disagree

INTERPRETATION

The above table and chart shows the opinion regarding whether the employees are able to act
independently in the organization.it can be interpreted that 13%agree and 37% strongly agreethat
they can act independently in their organization.where as 15% disagree and 6% strongly disagree
with the statement.29% of the employees doesn’t have any opinion regarding the same
TABLE 3.9 RESPONDENTS OF EMPLOYEES REGARDING THEIR PROMOTION

opinion No.of Respondents Percentage

Agree 15 15
strongly agree 10 10
Neutral 20 20
Disagree 25 25
strongly disagree 30 30
TOTAL 100 100
CHART 3.9 SHOWING RESPONDS REGARDING THEIR PROMOTION

No.of Respondents
35

30

25

20

15

10

0
Agree strongly agree Neutral Disagree strongly disagree

INTERPRETATION:

The above table and graph shows whether the organization offers employees with promotional
activities.it can be interpreted that 15% of respondents agree and 10% strongly agrees that they
feel they get promotional oppurtunities. Where as 30% respondents strongly disagree the statement
and 25% disagree with thus.about 20% have no opinion regarding the same.
TABLE 3.10 RESPONDENTS REGARDING EQUAL AND FAIR TREATEMENT TO
ALL EMPLOYEES

opinion No.of Respondents Percentage

Agree 25 15
strongly agree 15 10
Neutral 30 20
Disagree 20 25
strongly disagree 10 30
TOTAL 100 100
CHART 3.10 SHOWING EQUAL FAIR TREATEMENT OF EMPLOYEES

No.of Respondents
35

30

25

20

15

10

0
Agree strongly agree Neutral Disagree strongly disagree

INTERPRETATION:

The above table and graph shows that whether the employees get equal and fair treatment.it can
be interpreted that 25% of sample population agree and 15% of the respondents strongly
agreethat they feel employees get equal treatment where as 30% of them responded in neutral
voice. 20%disagree and only 10% strongly disagree.
TABLE3.11 RESPONDENTS OPININONON ON THEY ARE CLEAR ABOUT THEIR
DUTIES AND RESPONSIBILITIES

opinion No.of Respondents Percentage

Agree 10 10
strongly agree 20 20
Neutral 30 30
Disagree 25 25
strongly disagree 15 15
TOTAL 100 100
CHART 3.11 SHOWING THE OPINION ON CLEAR IDEA ABOUT THEIR DUTIES
AND RESPONSIBILITIES

No.of Respondents
35

30

25

20

15

10

0
Agree strongly agree Neutral Disagree strongly disagree

INTERPRETATION:

The above table and graph shows that whether the employees are extremely clear about their duties
and responsibilities.it can be interpreted that 10% of sample population agree and 20% of the
respondents strongly agree that they are clear about their duties and responsibilities. where as 30%
of them responded in neutral voice. 25%disagree and only 15% strongly disagree.
COMMUNICATION ORIENTATION:

TABLE 3.12 RESPONDS REGARDING COMMUNICATION SYSTEM IN THE

ORGANIZATION

opinion No.of Respondents Percentage

agree 30 30
strongly agree 20 20
neutral 35 35
disagree 10 10
strongly disagree 5 5
TOTAL 100 100
CHART 3.12 SHOWING COMMUNICATION SYSTEM IN THE ORGANIZATION

No.of Respondents
40

35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

The above table and chart shows the opinion regarding whether the communication system in the
organization is effective.it can be interpreted that 30%agree and 20% strongly agree that the
communication system in the organization is effective.where as 10% disagree and 5% strongly
disagree with the statement.35% of the employees doesn’t have any opinion regarding the same
TABLE 3.13 RESPONDENTS OPINION ON GRIEVENCE HANDLING PROCEEDURES

Opinion No.of Respondents Percentage

agree 18 18
strongly agree 29 29
neutral 35 35
disagree 10 10
strongly disagree 8 8
TOTAL 100 100
CHART 3.13 SHOWING OPINION ON GRIEVANCE HANDLING PROCEEDURES

No.of Respondents
40

35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

The above table and chart shows the opinion regarding the grievance handling procedures of the
company is comfortable.it can be interpreted that 18%agree and 29% strongly agree that the the
grievance handling is good where as 10% disagree and 8% strongly disagree with the
statement.35% of the employees doesn’t have any opinion regarding the same
TABLE 3.14 OPINION ON AWARENESS OF EVENTS HAPPENING IN THE
ORGANIZATION

Opinion No.of Respondents Percentage

agree 20 20
strongly agree 19 19
neutral 30 30
disagree 15 15
strongly disagree 16 16
TOTAL 100 100
CHART 3.14 SHOWING AWARENESS OF EVENTS HAPPENING IN THE
ORGANIZATION

No.of Respondents
35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

The above table and chart shows the opinion regarding employees aware of the events happening
in the organization.it can be interpreted that 20%agree and 19% strongly agree that the
communication system in the organization is effective.where as 15% disagree and 16% strongly
disagree with the statement.30% of the employees doesn’t have any opinion regarding the same
RESULT ORIENTAION:

TABLE 3.15 RESPONDENTS ON OPPURTUNITIES FOR THE INDIVIDUAL GROWTH

AND DEVELOPMENT

opinion No.of Respondents Percentage

agree 10 10
strongly agree 15 15
neutral 30 30
disagree 25 15
strongly disagree 20 20
TOTAL 100 100
CHART 3.15 SHOWING INDIVIDUAL GROWTH AND DEVELOPMENT

No.of Respondents
35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

The above table and chart shows the organization offers sufficient oppurtunities for the individual
growth and development.it can be interpreted that 10%agree and 15% strongly agree that the
communication system in the organization is effective.where as 25% disagree and 20% strongly
disagree with the statement.30% of the employees doesn’t have any opinion regarding the same
TABLE 3.16 RESPONDENTS OPINION ON REWARDS ARE GIVEN ACCORDING TO
THEIR JOB PERFORMANCE ARE NOT EFFECTIVE

opinion No.of Respondents Percentage

agree 15 15
strongly agree 12 12
neutral 19 19
disagree 36 36
strongly disagree 18 18
TOTAL 100 100
CHART 3.16 SHOWING REWARDS ARE GIVEN ACCORDING TO THEIR JOB
PERFORMANCE ARE NOT EFFECTIVE

No.of Respondents
40

35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

The above table and chart shows the organization people are rewarded according to their job
performance.it can be interpreted that 15%agree and 12% strongly agree that the they are rewarded
according to their performance.where as 36% disagree and 18% strongly disagree with the
statement.19% of the employees doesn’t have any opinion regarding the same
TABLE 3.17 RESPONDENTS ON SUPERIORS SUPPORT IN FUTURE CAREER
DEVELOPMENT

opinion No.of Respondents Percentage

agree 13 13
strongly agree 8 8
neutral 18 18
disagree 36 36
strongly disagree 25 25
TOTAL 100 100
CHART 3.17 SHOWING ON SUPERIORS SUPPORT IN FUTURE CAREER
DEVELOPMENT

No.of Respondents
40

35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

The above table and chart shows the whether the superiors mould the juniors for future career
development.it can be interpreted that 13%agree and 8% strongly agree that the they are rewarded
according to their performance.where as 36% disagree and 25% strongly disagree with the
statement.18% of the employees doesn’t have any opinion regarding the same
CONFRONTATION:

TABLE 3.18 FREEDOM OF RESPONDENTS TO INTERACT WITH THEIR

SUPERVISORS

opinion No.of Respondents Percentage

Agree 23 23
strongly agree 17 17
Neutral 16 16
Disagree 34 34
strongly disagree 10 10
TOTAL 100 100
CHART 3.18 SHOWING FREEDOM OF RESPONDENTS TO INTERACT WITH THEIR
SUPERVISORS

No.of Respondents
40

35

30

25

20

15

10

0
Agree strongly agree Neutral Disagree strongly disagree

INTERPRETATION:

The above table and chart shows the whether the supervisors and managers are interacting with
the employees.it can be interpreted that 23%agree and 17% strongly agree that they are interactive
where as 36% disagree and 25% strongly disagree with the statement.18% of the employees
doesn’t have any opinion regarding the same
TABLE 3.19 RESPONDENTS ON FACING CONFLICT WITH CO WORKERS AND
FAMILY

opinion No.of Respondents Percentage

agree 12 12
strongly agree 10 10
neutral 22 22
disagree 25 25
strongly disagree 31 31
TOTAL 100 100
CHART 3.19 SHOWING FACING CONFLICT WITH CO WORKERS AND FAMILY

No.of Respondents
35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

The above table and chart shows the whether the superiors mould the juniors for future career
development.it can be interpreted that 13%agree and 8% strongly agree that the they are rewarded
according to their performance.where as 36% disagree and 25% strongly disagree with the
statement.18% of the employees doesn’t have any opinion regarding the same
TABLE 3.20 RESPONDENTS OPINION ON STRESS IN WORKING WITH PEOPLE

opinion No.of Respondents Percentage

agree 26 26
strongly agree 32 32
neutral 22 22
disagree 9 9
strongly disagree 11 11
TOTAL 100 100
CHART 3.20 SHOWING OPINION ON STRESS IN WORKING WITH PEOPLE

No.of Respondents
35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

The above table and chart shows that they experience stress in the work place.it can be interpreted
that 26%agree and 32% strongly agree that the they are experiencing stress in the work place.where
as 9% disagree and 11% strongly disagree with the statement.22% of the employees doesn’t have
any opinion regarding the same
JOB BURNOUT

EMOTIONAL EXHAUSTION:

TABLE 3.21 RESPONDENTS FEEL EMOTIONALLY EXHAUSTED DUE TO WORK

opinion No.of Respondents Percentage

agree 21 21
strongly agree 29 29
neutral 26 26
disagree 11 11
strongly disagree 13 13
TOTAL 100 100
CHART 3.21 SHOWING RESPONDENTS FEEL EMOTIONALLY EXHAUSTED DUE
TO WORK

No.of Respondents
35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

The above table and chart shows that the employees feel worry about the job is hardening them
emotionally.it can be interpreted that 21%agree and 29% strongly agree that the they are rewarded
according to their performance.where as 11% disagree and 13% strongly disagree with the
statement.26% of the employees doesn’t have any opinion regarding the same
TABLE 3.22 RESPONDENTS WORRY THAT THE JOB IS HARDENING
EMOTIONALLY FROM INSIDE

opinion No.of Respondents Percentage

agree 15 15
strongly agree 18 18
neutral 22 26
disagree 11 11
strongly disagree 34 34
TOTAL 100 100
CHART 3.22 SHOWING RESPONDENTS WORRY THAT THE JOB IS HARDENING
EMOTIONALLY FROM INSIDE

No.of Respondents
35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

The above table and chart shows that the employees feel worry about the job is hardening them
emotionally.it can be interpreted that 21%agree and 29% strongly agree that the they are rewarded
according to their performance.where as 11% disagree and 13% strongly disagree with the
statement.26% of the employees doesn’t have any opinion regarding the same
TABLE 3.23 RESPONDENTS DEALING EMOTIONAL PROBLEMS VERY CALMLY

opinion No.of Respondents Percentage

agree 22 22
strongly agree 19 19
neutral 33 33
disagree 17 17
strongly disagree 9 9
TOTAL 100 100
CHART 3.23 SHOWING RESPONDENTS DEALING EMOTIONAL PROBLEMS VERY
CALMLY

No.of Respondents
35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

The above table and chart shows the whether they deal their emotional problems very calmly.it
can be interpreted that 22%agree and 19% strongly agree that the they deal their problems
calmly.where as 17% disagree and 9% strongly disagree with the statement.33% of the employees
doesn’t have any opinion regarding the same
DEPERSONALIZATION:

TABLE 3.24 RESPONDENTS FEEL DETACHED TO THEMSELVES DUE TO THE

WORK CULTURE

opinion No.of Respondents

Percentage
Agree 26 26
strongly agree 28 28
neutral 32 32
disagree 9 9
strongly disagree 5 5
TOTAL 100 100
CHART 3.24 SHOWING RESPONDENTS FEEL DETACHED TO THEMSELVES DUE
TO THE WORK CULTURE

No.of Respondents
35

30

25

20

15

10

0
Agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

The above table and chart shows the whether thry feel detached to themselves due to the work
culture.it can be interpreted that 26%agree and 28% strongly agree that the they are rewarded
according to their performance.where as 9% disagree and 5% strongly disagree with the
statement.32% of the employees doesn’t have any opinion regarding the same
TABLE 3.25 RESPONDENTS FEEL THAT THEY NOT IN CONTROL OF THEIR
ACTIONS IN WORK

opinion No.of Respondents Percentage

Agree 17 17
strongly agree 16 16
Neutral 25 25
Disagree 23 23
strongly disagree 19 19
TOTAL 100 100
CHART 3.25 SHOWING RESPONDENTS FEEL THAT THEY NOT IN CONTROL OF
THEIR ACTIONS IN WORK

No.of Respondents
30

25

20

15

10

0
Agree strongly agree Neutral Disagree strongly disagree

INTERPRETATION:

The above table and chart shows the whether that they are not in control of their actions in work.it
can be interpreted that 17%agree and 16% strongly agree that the they are not in control over their
actions in work.where as 23% disagree and 19% strongly disagree with the statement.25% of the
employees doesn’t have any opinion regarding the same
TABLE 3.26 RESPONDENTS FEEL THAT THE WORK HERE MAKES THEM
DEPRESSED

opinion No.of Respondents Percentage

agree 15 15
strongly agree 21 21
neutral 30 30
disagree 14 14
strongly disagree 20 20
TOTAL 100 100
CHART 3.26 SHOWING RESPONDENTS FEEL THAT THE WORK HERE MAKES
THEM DEPRESSED

No.of Respondents
35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

The above table and chart shows the whether the respondents feeling towards the work is depressed
or not.it can be interpreted that 15%agree and 21% strongly agree that the they feels the work is
depressed for them.where as 14% disagree and 20% strongly disagree with the statement.30% of
the employees doesn’t have any opinion regarding the same
PERSONAL EFFICACY:

TABLE 3.27 RESPONDS ABLE TO HANDLE VARIOUS SITUATIONS

opinion No.of Respondents Percentage

agree 15 15
strongly agree 23 23
neutral 25 25
disagree 19 19
strongly disagree 18 18
TOTAL 100 100
CHART 3.27 SHOWING RESPONDS ABLE TO HANDLE VARIOUS SITUATIONS

No.of Respondents
30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

The above table and chart shows the whether they are comfortably handle the situations.it can be
interpreted that 15%agree and 23% strongly agree that the they are able to handle the
situations.where as 19% disagree and 18% strongly disagree with the statement.25% of the
employees doesn’t have any opinion regarding the same
TABLE 3.28 RESPONDENTS ON JOB OVERLOAD RESULTS IN LONG SHIFT AND
OVERTIME:

opinion No.of Respondents Percentage

Agree 23 23
strongly agree 27 27
Neutral 30 30
Disagree 6 19
strongly disagree 14 14
TOTAL 100 100
CHART 3.28 SHOWING JOB OVERLOAD RESULTS IN LONG SHIFT AND
OVERTIME:

No.of Respondents
35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION

The above table and chart shows the whether the superiors mould the juniors for future career
development.it can be interpreted that 23%agree and 27% strongly agree that the they are rewarded
according to their performance.where as 6% disagree and 14% strongly disagree with the
statement.30% of the employees doesn’t have any opinion regarding the same
TABLE 3.29 RESPONDENTS RESPONSE,THAT OF THE COMPANY GIVES
AUTHENTIC RECOGNITION IN THE WORK PLACE

opinion No.of Respondents Percentage

Agree 29 29
strongly agree 23 23
Neutral 32 32
Disagree 13 13
strongly disagree 3 3
TOTAL 100 100
CHART 3.29 SHOWING THE COMPANY GIVES AUTHENTIC RECOGNITION IN
THE WORK PLACE

No.of Respondents
35

30

25

20

15

10

0
agree strongly agree neutral disagree strongly disagree

INTERPRETATION:

The above table and chart shows whether the company gives authentic recognition for the
employess .it can be interpreted that 13%agree and 8% strongly agree that the they get authentic
recognistion.where as 36% disagree and 25% strongly disagree with the statement.18% of the
employees doesn’t have any opinion regarding the same
CORRELATION
Correlation is the statistical measure that indicates the extent to which two or more variables
fluctuate together, a positive correlation indicates the extend to which those variables increase or
decrease in parallel; a negative correlation indicates the extend to which one variable increase as
the other decrease in this study, I used likert scale to correlate the x and y variables.

TABLE 3.30
Where,

X=SHOWING INFORMATION ABOUT THE ORGANIZATION HAS FORMAL PLANNING

FOR ACHIEVEMENT OF GOALS

Y=SHOWING INFORMATION ABOUT EMPLOYEES ABLE TO HANDLE VARIOUS

SITUATIONS

x
opinion y
agree 16 15
strongly agree 19 23
neutral 38 25
disagree 17 19
strongly disagree 10 18
Total 100 100

r =XY/X2* Y2
= 0.766032346

INTERPRETATION
The above table shows a moderately positive correlation (0.766032346) organization has planning
for achieving goals depends up on the various situations of the employees. Here the variables
showing a positive relation between the achieving goals and the organizational situations, from
that we can identify that the achieving goals is one of the factors that leads to the organizational
situations.
4.1 FINDINGS
FINDINGS THROUGH DESCRIPTIVE ANALYSIS

1.Majority of the respondents (35%) agree that the guidance are useful in the organization’s
everyday functioning.(refer table 3.5)

2. Most of the respondents (30%) feel that the timeliness of decisions is always ensured in the
organization.

3.Majority of the respondents(37%) strongly agree that the employees are able to act independently
in the organization.

4. Most of the respondents (30%) strongly disagree that the organization doesnot provide any
promotional oppurtunities.

5. Majority of the respondents (30%) agree that the organization treat everone in equal and fair
manner.

6.Most of the respondents(30%) are clear about their duties and responsibilities.

7.Majority of the respondents(35%) are in neutral about the communication system in the
organization.

8.Majority of the respondents agree that the grievance handling proceedures in the organization
are good.

9.Majority of the respondents disagree that the rewards given in the organization according to the
job performance are not effective.

10.Majority of the resonpdents disagree that the superiors are not supporting for their future career
development.

11.Most of the respondents(32%) strongly agree that they feel stress while working with
people.(refer table 3.20)

12.Majority of the respondents (29%) feel emotionally exhausted due to work(refer table 3.21)
13.Most of the respondents worry that the job is hardening emotionally from inside

(refer table 3.22).

14.Majority of the respondents (25%)feels that they are not in control of their actions.

15. Most of the respondents (30%) feel that the work there makes them depressed

16.Most of the respondents (25%) comfortably able to handle various situations in the
organization.

4.1.1 FINDINGS THROUGH ANALYSIS OF QUESTIONNAIRE’S OPENENDED

QUESTIONS-FACTORS OF BURNOUT

1. High stress time with continuous working leads to physical and emotional exhaustion
2. Lack of recognition and reward for achieving targets

3. Poor communication between superior and subordinates well as people working at same
level.
4. Failure of relationship between employee and rest of the authorities creates frustration
5. Less monetary benefits and lack of other motivational factors

6. Lack of control on job resources needed to handle the work

7. Lack of clarification of responsibilities due to improper planning and ineffective

communication.
8. Less and delayed opportunities for promotion and growth in the organization
9. Frustration due to no freedom to take independent decisions by the employees
4.2 Suggestions

1.Promotional activities must be included more in the organization for motivating the employees
which will help to reduce the employee burn out and increase the morale of employees towards
the organization.

2.The organization must give more importance to the rewards and recognition of their employees
to self-motivate them to attain their goals and also to improve job satisfaction.

3.In order to reduce the stress of employees while working with different people the organization
must set a limit in the number of subordinates that a superior have to handle.

4.The organization must provide refreshment activities like leisure trip for their employees in order
to reduce the work pressure and make them feel free.
4.3 CONCLUSION

The project entitled “ A STUDY ON IMPACT OF ORGANIZATIONAL CULTURE ON JOB

BURN OUT was conducted at Arya Vaidhya Pharmacy Coimbatore Ltd.

Here the analysis was done through systematic survey which was conducted by collecting the
details through questionnaire method. The study reveals that, there is a need to take effective
measures so as to deal with burnout through proper adjustment of resources and demands with
each other. There is need also to develop on engagement so that burnout will not happen at all and
this can be done through positive team atmosphere, equality and fairness. This is possible through
open and transparent communication along with proper planning of resources and job demands.
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QUESTIONNAIRE

Sir,

Iam SANUFATH.A, student from LEAD COLLEGE OF MANAGEMENT,Palakkad

undergoing an MBA Project work with on the topic “A STUDY ON THE IMPACT OF
ORGANIZATIONAL CULTURE ON JOB BURN OUT” of employees at Arya Vaidhya
pharmacy

In this regard. I request you to kindly fill in this questionnaire and the details provided by you
will be kept confidential and will be utilized only for the purpose of the project.

DEMOGRAPHIC INFORMATION
1. Name:
2. Gender:
Male Female
3. Age:
4. Marital Status:
Single Married Separated
5. Designation:
6. Income
Less than 20000 20000-30000 Greater than 30000
7. How long you have been in the present job?

ORGANIZATIONAL CULTURE

Planning Orientation:

1.In my view the mission set by the organization provide a very useful guidance for the
organization’s everyday functioning

Agree Strongly Agree Neutral

Disagree  Strongly Agree

2. I think the organization has formal planning for the achievement of goals

Agree Strongly Agree Neutral

Disagree  Strongly Agree

3.I feel that the timeliness of decisions is always ensured in the organization

Agree Strongly Agree Neutral

Disagree  Strongly Agree

People Orientation

4.In my opinion employees are free to act independently in this organization

Agree Strongly Agree Neutral

Disagree  Strongly Agree

5.I feel that the organization offers employees with excellent opportunities for their promotion

Agree Strongly Agree Neutral

Disagree  Strongly Agree

6.You agree that the management gives equal and fair treatement to all employees

Agree Strongly Agree Neutral

Disagree  Strongly Agree

7.In my opinion the employees are extremely clear about their duties and responsibilities

Agree Strongly Agree Neutral

Disagree  Strongly Agree

Communication Orientation:

8.The communication system in the organization is effective

Agree Strongly Agree Neutral

Disagree  Strongly Agree

9.The grievance handling procedures of the company is comfortable

Agree Strongly Agree Neutral

Disagree  Strongly Agree

10.In my opinion the employees are fully aware of events happening in the organization

Agree Strongly Agree Neutral

Disagree  Strongly Agree

Result Orientation:

11.I think organization offers sufficient oppurtunities for the individual growth and development

Agree Strongly Agree Neutral

Disagree  Strongly Agree

12.In our organization people are rewarded in proportion to the excellence of their job
performance are not effective

Agree Strongly Agree Neutral

Disagree  Strongly Agree

13.In our organization superiors mould the juniors for future career development

Agree Strongly Agree Neutral

Disagree  Strongly Agree

Confrontation:

14.You are comfortable to interact with your supervisors and managers

Agree Strongly Agree Neutral

Disagree  Strongly Agree

15.Are you experiencing interpersonal conflict with coworkers/family

Agree Strongly Agree Neutral

Disagree  Strongly Agree

16.Working with people directly puts too much stress on me

Agree Strongly Agree Neutral

Disagree  Strongly Agree

JOB BURNOUT

Emotional Exhaustion:

17.I feel emotionally exhausted due to my work

AgreeStrongly AgreeNeutral

Disagree Strongly Agree

18.I feel that worry about the job is hardening me emotionally from inside

Agree Strongly Agree Neutral

Disagree  Strongly Agree

19.In my work, I deal with emotional problems very calmly

AgreeStrongly AgreeNeutral

Disagree Strongly Agree

Depersonalization:

20.Due to the work culture, you feel detached to the self

Agree Strongly Agree Neutral

Disagree  Strongly Agree

22.You sometimes feel that you are not in control of your actions in work.

Agree Strongly Agree Neutral

Disagree  Strongly Agree

23.You feel that the work here makes you depressed

AgreeStrongly AgreeNeutral

Disagree Strongly Agree

Personal Efficacy:

24.I am comfortably able to handle various situations in the organization

Agree Strongly Agree Neutral

Disagree  Strongly Agree

25.Your job overload results in long shift and overtime

AgreeStrongly AgreeNeutral

Disagree Strongly Agree

26.Do you believe that the company gives authentic recognition in the work place

AgreeStrongly AgreeNeutral

Disagree Strongly Agree