Stress Management Photonfargo

Index
CONTENTS CHAPTER 1 CHAPTER 2 CHAPTER 3 CHAPTER 4 CHAPTER 5 CHAPTER 6 CHAPTER 7 CHAPTER 8 ANNEXURE INTRODUCTION RESEARCH METHODOLOGY INDUSTRY PROFILE COMPANY PROFILE THEORETICAL FRAME WORK DATA ANALYSIS & INTERPRETATION FINDINGS & SUGGESTIONS CONCLUSION & BIBLIOGRAPHY QUESTIONNAIRE PAGE NO.
Chapter -1
Introduction
INTRODUCTION
Long working hours, night shifts and a sedentary lifestyle make people employed at information technology companies prone to heart disease and diabetes, the report said. There have also been growing reports of mental depression and family discord in the industry. Infosys Technologies Ltd., Indias second-largest software exporter, has a 24-hour hot line for employees suffering from depression to access psychiatrists. Infosys introduced a work-life balance plan after a 24-year-old employee suffered a heart attack several years ago. Indias per capita health spending of $7 is one of the lowest in the world and is a fraction of what the United States spends -- $2,548, according to a 2006 WHO report. Several recent studies have highlighted the links between work-related stress, violence at work, the abuse of drugs and alcohol and tobacco consumption. These studies tend to suggest that stress at work plays an important role in the development of negative individual and organizational factors and forms a common element linking working conditions, substance abuse and violent acts. Stressful work may contribute to the development of a desire among workers to reduce tension by drinking, using drugs and other harmful substances. Thus in my project work done at PHOTONFARGO is focusing on the topic Stress management in PHOTONFARGO, how does stress affects employees of PHOTONFARGO and how do they cope up with stressful conditions.
Job stress can be defined as the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker. Job stress can lead to poor health and even injury."
[Stress at work, (United States National Institute of Occupational Safety and Health, Cincinnati, 1999.]
Stress is the reaction people have to excessive pressures or other types of demand placed on them."
Managing stress at work: Discussion document, United Kingdom Health and Safety Commission, London, 1999.
Stress is physical, mental and chemical reasons to circumstances that frighten, confuse, endanger or irritate. If the stress is controlled it works like a friend and strengthen to encounter many failures. Stress can be taken as negative value as well as positive value. consider, for example when you undergo annual performance review at work, you feel stress because you confront opportunity, constraints, and demands. A good performance review may lead to a promotion, greater responsibility, and high salary. But a poor review may prevent from getting the promotion. An extremely poor review might then even result in being fired.
The costs of stress The stress is so widespread; it has a very high cost for individuals, companies and organizations, and for society. For the individual, in addition to the devastating impact of the serious health impairments referred to above, the loss of capacity to cope with working and social situations can lead to less success at work, including loss of career opportunities and even employment. It can give rise to greater strain in family relationships and with friends. It may even ultimately result in depression, death or suicide. For the company or organization, the costs of stress take many forms. These include absenteeism, higher medical costs and staff turnover, with the associated cost of recruiting and training new workers. It has also been shown in recent years that stress takes a heavy toll in terms of reduced productivity and efficiency. Stress is not necessarily dysfunctional. Some people work well only under a little stress and find they are more productive as a deadline approaches. Others find that stress may result in a search that leads to a better job or to a career that makes more sense, given their aptitudes.
1.1
SIGNIFICANCE
This study is focusing on the stress
management programmes followed in PHOTONFARGO. It gives a clear idea about the sources of stress in PHOTONFARGO as well as stress management programmes in PHOTONFARGO .This study will helps the organization on how to improve existing stress management programmes, also it will put forward some valuable suggestion of employees on how to reduce stress and how management can do anything so that would satisfy employees which will in turn help the organization to achieve its goals more effectively and efficiently. This study defines stress as relation of individuals to new or threatening factors in their work environment.
1.2
OBJECTIVE
1. To study sources of stress in PHOTONFARGO 2. To analyses on the employees view point on existing stress management programmes 3. To find out need for a stress management programmes 4. To find possible measures to reduce stress at work 5. To give an overview on how does stress affects badly the employee and the organization.
1.3
SCOPE OF THE STUDY
Stress will badly affects the employees both at work and in personal life. If stress is managed properly it will be beneficial to employee as well as the organization in terms of production , employee satisfaction , increased productivity , Improved relationships both on and off the job, better teamwork and communication, Improved morale, retention of valued employees but if its not managed properly it will create bad impact on employees health, behaviour, and psychologically. Bad on an employee means bad on organization too. Stress can be a reason for employee turn over, absenteeism, low productivity. Thus stress affecting working of the entire organization.
1.4 LIMITATIONS OF STUDY a. Inference shown by personal discussion with officials may be real as their opinion is subjective due to personal bias. b. The study was conducted within a short period so its not possible to study all the aspects in detail. c. The time factor is a reason that respondents feel it an unnecessary inference in their study. d. Respondents may have hid some facts due to the fear of management.
Chapter -2 Research Methodology
RESEARCH METHODOLOGY
Research methodology will help us to know what are the research methods, techniques used in fulfilling the study conducted in PHOTONFARGO. It also helps in giving scientific justification of the problems, which are all methods are relevant and which are not relevant, why paricular research method is appropriate for the study.
Area of Study
The study on stress management was conducted at PHOTONFARGO head office Hyderabad
RESEARCH DESIGN
Research design stands for advance planning of the methods adopted for collecting the relevant data and techniques to be used in their analysis, keeping in view the objective of the research and the availability of staff, time and money. SAMPLING DESIGN A sampling design is a procedure the researcher would adopt in selecting the items for the sample. In fulfilling my project i have selected 50 employees randomly from PHOTONFARGO to find out the stress in the organization and how it does brings bad or good impact for both employees and the organization.
9
In random sampling each and every item in the population have equal chance of inclusion in the sample and each one of the possible samples has the same probability of being selected. Type of Data Collection Both primary and secondary methods have been used in collecting data from PHOTONFARGO. Primary method means through observing and interviewing employees of PHOTONFARGO and through questionnaire method. In secondary method data has been collected from PHOTONFARGOs website, annual report. Structured questionnaire: Structured questionnaire is a printed list of
questions to be filled by the respondents. The structured questions should be short as possible and simple to understand. The questionnaire was designed such that it helps to elicit the accurate information. Observation Method- This method is that subjective bias is eliminated. This is independent of respondents willingness to respond. Interview Method- this method of data collection involves of oral-verbal stimuli and reply in terms of oral-verbal response. In fulfilling this project in PHOTONFARGO personal interview method is used i.e. direct personal investigation.
10
Chapter -3 Industrial Profile
11
2.1 INDUSTRIAL PROFILE
Overview on India's Software Industry According to statistics, country's software exports reached total revenues of Rs 46100 crores. The share of total Indian exports form 4.9 per cent in 1997 to 20.4 percent in 200203. It is expected that the industry will generate a total employment of around four millions peoples, which accounts for 7 per cent of India's total GDP as in the year 2008. The year 1995-96 was a boom for the industry. The performance of the industry over the years is as follows: (In terms of US $ millions) Domestic software Market490670920125017002450 Software Exports 73410851750265040006300 Indian Software Industry 122417552670390057008750 India's Software Exports: Software exports has major share in India's total exports. As of the year 2004-05, both software and services revenue grew by 32 percent to $ 22 billions and $ 28.5 billions in 2005-06. According to NASSCOM, India's domestic market, grew by 24 per cent. Presently Indian companies have concentrated on only two largest IT service markets. They are USA and the UK. Even Canada, Japan, Germany and France represent huge growth potential in the industry. Why India? Rapidly Improving infrastructure Large Talent Pool Availability Infrastructure High Quality Educat ional Low Operaing Costs R&D Strengths Established Technology Clusters Government Incentive
12
Progress of IT Industry (In terms of US $ billion) Year2003-042004-052005-06*IT software and service exports9.212.015.2ITE-BPO exports3.65.27.3Domestic market3.94.86.0Total16.722.028.5 *Estimated Source: Ministry of Communications and IT. 1995-1996 - 1224 million US Dollars 1996-1997 - 1755 million US Dollars 1997-1998 - 2670 million US Dollars 1998-1999 - 3900 million US Dollars 1999- 2000 - 5700 million US Dollars 2000-2001 - 8750 million US Dollars According to the NASSCOM- McKinsey report on the IT industry of India, the projected revenue of the IT industry of India for the year 2008 is 87 billion US Dollars. The projected exports or the year 2008, accord to this report, is 50 billion US Dollars. Some of the important aspects of the NASSCOM- McKinsey report related to the size of India's IT industry are
There is potential of 3.2 million people being employed in the IT industry of India by the end of 2012. Contribution of software and services to the total GDP of India will be more than 7.5%. FDI (Foreign Direct Investment) of 10.5 billion US Dollars expected in the IT industry by the end of 2011. 45% of total exports from India will be from IT exports. 225 billion US Dollars worth of market capitalization from ITshares. Softwares and services are exported to bout 195 companies from India. North America accounts for 61% of the software exports from India. The projections about the size of India's IT industry present a very optimistic picture. The industry is expected to grow to double its current size by the year 2012. India's IT industry is expected to grow at an annual average rate of 18% in the next five years. The industry is also expected to cross the 100 billion US Dollar mark by 2011. One of the major areas of growth for the IT industry of India is by tapping the potential in the domestic market. The IT industry of India is largely dependant on the export market. Penetrating more into the domestic market would create further opportunities of growth for the IT industry.
13
Adoption of new liberal policies in India has given birth immense opportunities to its industries. Success story of India's Software Industry is a step in the same direction. The Software Industry, which is a main component of the Information technology, has brought tremendous success for the emerging economy. India's young aged manpower is the key behind this success story. Presently there are more than 500 software firms in the country. Worldwide IT Spending to Grow 5.3 Percent in 2010 Unseasonably Strong Hardware Sales in First Quarter Sets Up 2010 for Solid IT Spending Growth Worldwide IT spending is forecast to reach $3.4 trillion in 2010, a 5.3 percent increase from IT spending of $3.2 trillion in 2009, according to Gartner, Inc. The IT industry will continue to show steady growth with IT spending in 2011 projected to surpass $3.5 trillion, a 4.2 percent increase from 2010. "Following strong fourth quarter sales, an unseasonably robust hardware supply chain in the first quarter of 2010, combined with continued improvement in the global economy, sets up 2010 for solid IT spending growth," said Richard Gordon, research vice president at Gartner. "However, it's important to note that nearly 4 percentage points of this growth will be the result of a projected decline in the value of the dollar relative to last year. IT spending in exchange-rate-adjusted dollars will still grow 1.6 percent this year, after declining 1.4 percent in 2009." Worldwide computing hardware spending is forecast to reach $353 billion in 2010, a 5.7 percent increase from 2009 (see Table 1). Robust consumer spending on mobile PCs will drive hardware spending in 2010. Enterprise hardware spending will grow again in 2010, but it will remain below its 2008 level through 2014. Spending on storage will enjoy the fastest growth in terms of enterprise spending as the volume of enterprise data that needs to be stored continues to increase. Near-term spending on servers will be concentrated on lower-end servers; longer-term, server spending will be curtailed by virtualization, consolidation and, potentially, cloud computing. "Computing hardware suffered the steepest spending decline of the four major IT spending category segments in 2009. However, it is now forecast to enjoy the joint strongest rebound in 2010," said George Shiffler, research director at Gartner. "Consumer PC spending will contribute nearly 4 percentage points of hardware spending growth in 2010, powered by strong consumer spending on mobile PCs. Additionally, professional PC spending will contribute just over 1 percentage point of spending growth in 2010 as organizations begin their migration to Windows 7 toward the end of the year."
14
Worldwide IT Spending Forecast (Billions of U.S. Dollars) 2009 2009 2010 2010 Spending Growth (%) Spending Growth (%) Computing Hardware Software IT Services Telecom All IT 333 221 777 1,892 3,223 -12.5 -2.1 -4.0 -3.4 -4.5 353 232 821 1,988 3,394 5.7 5.1 5.7 5.1 5.3
Worldwide software spending is expected to total $232 billion in 2010, a 5.1 percent increase from last year. Gartner analysts said the impact of the recession on the software industry was tempered and not as dramatic as other IT markets. In 2010, the majority of enterprise software markets will see positive growth. The infrastructure market, which includes all the software to build, run and manage an enterprise, is the largest segment in terms of revenue and the fastest-growing through the 2014. The hottest software segments through 2014 include virtualization, security, data integration/data quality and business intelligence. The applications market, which includes personal productivity and packaged enterprise applications, has some of the fastest-growth segments. Web conferencing, team collaboration and enterprise content management are forecast to have double-digit compound annual growth rates (CAGR), in the face of growing competition surrounding social networking and content. "Cost optimization, and the shifts in spending form mega suites to the automation of processes will continue to benefit alternative software acquisition models as organizations will look for ways to shift spending from capital expenditures to operating expenditures," said Joanne Correia, managing vice president at Gartner. "Because of this, vendors offering software as a service (SaaS), IT asset management, virtualization capabilities and that have a good open-source strategy will continue to benefit. We also see mobile-device support or applications, as well as cloud services driving new opportunities." The worldwide IT services industry is forecast to have spending reach $821 billion in 2010, up 5.7 percent from 2009. The industry experienced some growth in reported outsourcing revenue at the close of 2009, an encouraging sign for service providers, which Gartner analysts believe will spread to consulting and system integration in 2010. "We continue to see a long-term recession 'hangover' as a more-cautious mind-set continues as the norm among a lot of buyers who keep looking for small, safe deals where cost take-out is a key factor, said Kathryn Hale, research vice president at Gartner. "In the face of that ongoing strong pressure to renegotiate contracts, and in the absence of equivalent pressure from stockholders, we believe vendors will generally choose to maintain margins over revenue growth." Worldwide telecom spending is on pace to total close to $2 trillion in 2010, a 5.1 percent increase from 2009. Between 2010 and 2014, the mobile device share of the telecom market is expected to increase from 11 percent to 14 percent, while the service share drops
15
from 80 percent to 77 percent and the infrastructure share remains stable at 9 percent of the total market. Worldwide enterprise network services spending is forecast to grow 2 percent in revenue in 2010, but Gartner analysts said this masks ongoing declines in Europe and many other mature markets as well as an essentially flat North American market. "Longer term, the global enterprise network services market is expected to grow modestly, largely on the back of growth in Internet services, such as hosting," said Peter Kjeldsen, research director at Gartner. "Ethernet services will also grow significantly, albeit at the expense of both legacy services and multiprotocol label switching (MPLS)." In India, the software boom started somewhere in the late 1990s. Most of the Indian software companies at that moment offered only limited software services such as the banking and the engineering software. The business software boom started with the emergence of Y2K problem, when a large number of skilled personnel were required to fulfill the mammoth database-correction demand in order to cope up with the advent of the new millennium The profile of the Indian IT Services has been undergoing a change in the last few years, partly as it moves up the value chain and partly as a response to the market dynamics. Ten years ago, most US companies would not even consider outsourcing some of their IT projects to outside vendors. Now, ten years later, a vast majority of US companies use the professional services of Indian Software engineers in some manner, through large, medium or small companies or through individuals recruited directly. The market competition is forcing organizations to cut down on costs of products. The professional IT services on the other hand are becoming increasingly expensive. The offshore software development model is today where onsite professional services were ten years ago. There is a high chance (almost a mathematical certainty), that in less than ten years, the vast majority of IT services (software development being just one of them) from developed countries, will be, one, outsourced and two, outsourced to an offshore vendor. Despite the global economic slowdown, the Indian IT software and services industry is maintaining a steady pace of growth. Software development activity is not confined to a few cities in India. Software development centers, such as Bangalore, Hyderabad, Mumbai, Pune, Chennai, Calcutta, Delhi-Noida-Gurgaon, Vadodara, Bhubaneswar, Ahmedabad, Goa, Chandigarh, Trivandrum are all developing quickly. All of these places have state-of-the-art software facilities and the presence of a large number of overseas vendors. Indias most prized resource is its readily available technical work force. India has the second largest English-speaking scientific professionals in the world, second only to the U.S. It is estimated that India has over 4 million technical workers, over 1,832 educational institutions and polytechnics, which train more than 67,785 computer software professionals every year. The enormous base of skilled manpower is a major draw for global customers. India provides IT services at one-tenth the price. No wonder more and more companies are basing their operations in India.
India's IT industry caters to both domestic and export markets. Exports contribute around 75% of the total revenue of the IT industry in India. The IT industry can be broadly divided into four segments
16
The industry is in an expansion mode right now, with dozens of new offshore IT services vendors emerging everyday, the industry has a high probability of being subjected to the 80:20 rule in not too distant a future. In perhaps another ten years, 80 percent of all outsourced offshore development work will be done by 20 percent of all vendors, a small number of high quality, trusted vendors. Only a few select countries and only the most professional companies in those countries, will emerge as winners. India will definitely be the country of choice for offshore software development. We have the potential to become and remain the country of choice for all software developments and IT enabled services, second only to the USA. The third choice could be far distant. India is among the three countries that have built supercomputers on their own. The other two are USA and Japan. India is among six countries that launch satellites and do so even for Germany and Belgium. India's INSAT is among the world's largest domestic satellite communication systems. India has the third largest telecommunications network among the emerging economies, and it is among the top ten networks of the world. 17
To become a global leader in the IT industry and retain that position, we need to constantly keep moving up the value chain, focusing on finished products and solutions, rather than purely on skill sets and resumes. We need to be able to package our services as products, rather than offering them as raw material. We need to be able to recognize and build up on our strengths and work on our weaknesses. The IT industry has emerged as one of the most important industries in the Indian economy contributing significantly to the growth of the economy. The IT industry of India got a major boost from the liberalization of the Indian economy. India's software exports have grown at an annual average rate of more than 50% since 1991. The structure of the IT industry is quite different from other industries in the Indian economy. The IT industry of India is hugely dependant on skilled manpower. Primarily a knowledge based industry, the IT industry of India has reordered significant success due to the huge availability of skilled personnel in India. The industry structure in the IT sector has four major categories. These are IT services IT enabled services 18
Software products Hardware IT services IT services IT services constitute a major part of the IT industry of India. IT services include client, server and web based services. Opportunities in the IT services sector exist in the areas of consulting services, management services, internet services and application maintenance. The major users of IT services are Government Banking Financial services Retail and distribution Manufacturing The services which make extensive use of information andtelecommunication technologies are categorized as IT enabled services. The IT enabled services is the most important contributor to the growth of the IT industry of India. Some of the important services covered by the ITES sectorin India are Customer-interaction services including call-centers Back-office services Revenue accounting Data entry and data conversion HR services Transcription and translation services Content development and animation Remote education, Data search GIS Market research Network consultancy Software products
19
Software products are among the most highly exported products from India. The software industry in India originated in the 1970s and grew at a significant pace in the last ten years. Between 1996-1997 and 2002-2003, the Indian software industry grew more than five times from 2630 crores to 13200 crores. During the same period software and service exports from India grew by almost twelve times. Hardware The hardware sector of the It industry focuses on the manufacturing and assembling of computer hardware. The consumption of computer hardware is high in the domestic market. Due to the rise in the number of ITcompanies, sales of desktops, laptops, servers, routers, etc have been on the rise in recent years. Many domestic and multi-national; companies have invested in the computer hardware market in India. Another categorization in the structure of India's IT industry is related to the market. There are two major market classifications - the domestic market and the export market. The export market, dominates the IT industry accounting for 75% of the revenue. Challenges before Indian IT Industry At present there are a number of challenges that are facing the information technology industry of India. One of the major challenges for the Indian information technology industry was to keep maintaining its excellent performance standards. The experts are however of the opinion that there are certain things that need to be done in order to make sure that India can maintain its status as one of the leading information technology destinations of the world. The first step that needs to be taken is to create an environment for innovation that could be carried for a long time. The innovation needs to be done in three areas that are connected to the information technology industry of India such as business models, ecosystems and knowledge. The information technology sector of India also has to spread the range of its activities and also look at the opportunities in other countries . The improvement however, also needs to be qualitative rather than just being quantitative. The skill level of the information technology professionals is one area that needs improvement and presents a considerable amount of challenge before the Indian information technology industry. The Indian information technology industry also needs to co-ordinate with the academic circles as well as other industries in India for better performance and improved productivity. The experts are of the opinion that the business process outsourcing service providers in India need to change their operations to a way that is more oriented to the knowledge process outsourcing. One of the most important crises facing the Indian information technology industry concerns the human resources aspect. The problems with outsourcing in countries like the United States of America are posing problems for the Indian information technology industry as well.
20
In the recent times a bill has been passed in the state of New Jersey that allows only the citizens or legal non-Americans to be given contracts. This legislation has also affected some other states like Missouri, Connecticut, Wisconsin and Maryland. These states are also supposed to be considering these laws and their implementation. This is supposed to have an adverse effect on the outsourcing that is the source upon which the information technology industry of India thrives. The information technology professionals who aim at working in the country are also likely to be hindered by the legislation as a significant amount of these professionals have been going to work in the USA for a long time
The size of India's IT industry has grown significantly over the years. The size of this sunshine industry of India grew from 150 million US Dollars to 50 billion US Dollars between 1990-1991 and 2006-2007. The growth of the IT industry has been very high in the last few years. The size of the Information Technology industry of India was 5.7 billion
21
USDollars in 1999-2000. After the turn of the century the industry experienced exponential growth to reach the 50 billion mark by 2006-2007.
Chapter -4 Company Profile
22
2.2 COMPANY PROFILE
Overview Photon Fargo Solutions focuses on Software development, BPOs and Consulting Company providing hi-tech information technology solutions and manpower staffing. Our main asset has been our software professionals who have been successfully working at Top Fortune Companies all over India and abroad. From IT strategy-consulting right through implementing IT solutions for customers, Photon Fargo Solutions straddles the entire IT space. It has excellent domain competencies in verticals such as Banking & Financial Service, Insurance & Healthcare, Hi-Tech, Retail and Manufacturing. As a diverse end-to-end IT solutions provider, Photon Fargo Solutions offers a range of expertise aimed at helping customers re-engineer and re-invent their businesses to compete successfully in an ever-changing marketplace.
Photon Fargo Solutions has a client base comprising several fortune 1000 organizations. Our commitment is to provide solutions that translate into tangible business outcomes for our customers. Photon Fargo Solutions domain capability expertise and reduced learning curves enables significant compression in time-to-value deliverables. And through collaborative, longterm relationships, we enable customers to achieve and sustain measurable results. Photon Fargo Solutions a customer-centric and quality conscious offshore development company with head quarters in New Delhi, India and sales office in UK - offers solutions in a wide array of IT segments with a desire to be the leader in the industry. As one of the leading software development companies, we have carved a niche for ourselves in offshore outsourcing, software outsourcing, software development, web development, web designing, web hosting, and graphics designing, content development and in many more domains. At Photon Fargo Solutions we have always delivered quality solutions umpteen times to clients based across the globe and to our credit, clients have continuously reposed their valuable faith in us. With an incredible team as our forte, in the years to come, we are sure to be the best offshore development company in the entire world. We offer full cycle custom software services from offshore software development to outsourcing support and enhancement. Having experienced and skillful team of software engineers, we are able to produce tangible positive results in all projects according to your business needs. We enable you to reduce outsourcing software development costs and aim to enhance revenue growth by offering highly responsive support, mature software development and cost-competitive services. We take pride to leverage deep industry and functional expertise and advanced technology to create highest value for all business models.
23
Vision:
At Photon Fargo Solutions (P) Ltd.,, the customer is the focus of our vision. Their changing needs and demands are our inspiration. Their satisfaction is our only measure of success. Our Customer First policy is about Providing cutting-edge consulting and technology solutions. Looking beyond the immediate needs and offering solutions for the future. Presenting innovative options to deliver value. Believing in quality above all else.
At Photon Fargo Solutions (P) Ltd., , the customer comes first. Photon Fargo Solutions (P) Ltd., is constantly doing customer research in order to deliver better value to customers, depending on their specific needs. We study new technologies in depth for robustness, feasibility and obsolescence to enable early adoption and create lasting customer value. Our global pool of talent in consulting and services delivers trusted solutions to customers.
Corporate profile: About Company Photon Fargo Solutions consulting services pvt ltd. is a leading global consulting and offshore outsourcing company, offering a wide array of customized solutions for a range of key verticals and horizontals. From IT strategy-consulting right through to implementing IT solutions for customers, Photon Fargo Solutions straddles the entire IT space. Photon Fargo Solutions has excellent domain competencies in verticals such as Banking & Financial Service, Insurance & Healthcare, Hi-Tech, Retail and Manufacturing. As a diverse end-to-end IT solutions provider, Photon Fargo Solutions offers a range of expertise aimed at helping customers re-engineer and re-invent their businesses to compete successfully in an ever-changing marketplace.
24
Year established: Oct 2005 Corporate HQ: 6-3-680/8/8/5, flat no 301, MYM Estates, Thakur Mansion Lane, Somajiguda, Hyderabad, AP,INDIA,500082. Services Offered: Application Development and Maintenance Services, Consulting and Enterprise Business Solutions, Infrastructure Management Services.
STAFFING SERVICES : Organizations today realize that human expertise is critical for the success of any enterprise. Our clients partner with us for strategic and comprehensive solutions in locating talent, not merely to cut costs, but to gain a competitive edge and focus on core strengths. If Human expertise is what makes an organization work, we bring in the right combination of expertise facilitating organizations to acquire flexible and permanent workforce, enhancing productivity & quality and reducing employment related risk. For career aspirants seeking flexible employment or an Organization seeking flexible workforce, recruitment and staffing services in any function or category we assure speed, flexibility, transparency, dependability and excellent service, needless to say, value addition and a solution based approach. Focused approach, continuous investment to enhance operational and delivery standards, implementation of Global Best Practices and Technology has enabled us to attain the leading position in the HR Outsourcing space. Photon Fargo Solutions (P) Ltd., provides Manpower Consulting and Software Development Services to clients - as partners to conceptualize and realize technology driven business transformation initiatives. Photon Fargo Solutions (P) Ltd., has been providing superior information technology talent and solutions to private and public sector clients. Our reputation as an IT expert is built on a decade of experience as a full-spectrum source for the IT community. We help organizations operate more productively and profitably through a full spectrum of specialized staffing and project implementation services. Photon Fargo Solutions (P) Ltd., has young enthusiastic management professionals from
25
various fields like Business Consulting and Information Technology supported by senior experts from the corporate world. The team is well integrated and equipped with advanced technologies, which enables Photon Fargo Solutions (P) Ltd., to deliver value to its clients. The extensive in-house training program ensures that the team is ready not only to perform but also gives it the ability to rapidly develop deep expertise in any technology and business area. The growth of Photon Fargo Solutions (P) Ltd., has been spurred by the spirit of the individuals who work at various levels to keep ahead of the rest, and constantly rise to the challenges that beckon them at the frontiers of technology.
Database Selection: With live and extensive in-house database collected over the last two years Photon Fargo Solutions (P) Ltd., can cater to both the candidates to get their dream jobs as well as the recruiters to find the right employee for their openings. Photon Fargo Solutions (P) Ltd., has an extensive database consisting of some of the biggest companies and reputed institutions from every sector. The candidates database is also huge with different kinds of candidates with enormous potential. Photon Fargo Solutions (P) Ltd., also gets support from its Channel partners to fulfill client requirements. Current & Large Database Validated Talent Pool Strong Technology Support System Selection process: We have team of senior technical professionals for all range of technologies for screening and evaluating candidates competencies. Due to this pre-process, only quality candidates are forwarded to our clients. Thereby saving our clients valuable time and efforts. We have full fledged automated Candidate Tracking System to maintain/search/track high quality professionals. We invest the time to understand your company, your values, your requirement, and your business
26
Software Development: Photon Fargo Solutions (P) Ltd., can provide Software Development services as per the specifications of our clients either at the functional level or at the system design level. Based on the level and detail of inputs provided, our consultants can step into the lifecycle, complete the development and hand-over the system where our client is most comfortable to take over. Appropriate entry and exit criteria for Photon Fargo Solutions (P) Ltd., to step-in and step-out, as well as the deliverables could be mutually agreed upon before the start of such Software Development services.
Our Software Development services comprise of an array of programming activities: Development of custom applications and solutions Development of databases, software to support your business processes Integration of third-party components/applications, reverse engineering
A development project involves taking a holistic approach to the entire software development lifecycle. Everything is planned prior to the initiation of the project; right from conducting requirements analysis and systems assessment stage up to implementation
27
and user training. This, along with our quality management system, reduces the time taken for application development, giving our customers significant business benefits Photon Fargo Solutions (P) Ltd., methodology helps its expert professionals work closely with customers to understand and map the concept/problem, detail the requirements, architect the system, develop, deploy and support the applications on a continuous basis. Photon Fargo Solutions (P) Ltd., takes complete responsibility for the application from concept to rollout. Our Project Management Expertise, outstanding quality, on time delivery, knowledge transfer abilities and proven methodology make us a great value addition to your company. We provide all these services with professional integrity and a total commitment to your success. Photon Fargo Solutions (P) Ltd., manages the complete life cycle of the application, all productivity improvements are documented and demonstrated to customers. Contract Staffing We match the candidates to the tasks you need completed based on the description of skills you have provided. Once you select the candidate for your needs we place them on our payroll and their work for you begins. Photon Fargo Solutions takes all of its contract professionals and assumes the employer of record responsibilities for all mandated withholdings and state employee insurance and PF for the duration of the contract.
Permanent Placement Business in all industries turn to Photon Fargo Solutions (P) Ltd., Resource Group when they need to add or replace regular full time IT professionals or functional consultants within their staffs. Our own competency in all of the HR functions allows us to understand your specific business needs and target the precise combination of knowledge, experience and style required for the positions open.
Payrolling Service Utilizing select contract employees and their specific skills without taking on the burden of payroll administration, tax withholdings and mandated insurance coverages is as doable as it is attractive for businesses with Photon Fargo Solutions (P) Ltd., payrolling services. The flexible approach to generally short-term staffing beeds gives you access to people you know when you need them without the hassles of layoffs when the work project is finished. You identify who you need, Photon Fargo Solutions (P) Ltd., enrolls them on its payroll, assumes the employer of record responsibilities, provides mandated employee state insurances, provident fund and ensures proper tax withholdings, and IT form at the end of year for tax purposes
28
HR Solutions Outsourced HR services is a proactive, bundle program of services designed to respond to the needs of growth companies with little or few internal HR capabilities. Outsourced HR includes human resources services, which combine the depth of Photon Fargo Solutions HR knowledge with client's resources to collectively manage the HR function. This program works well for capability to meet changing organizational and legal requirements, without adding an internal staff position. OUTSOURCING :
Offshore Development Center Globalization has transformed the entire business world and has led to new buzzword i.e. Outsourcing. Offshore outsourcing has undoubtedly changed the way business is now being conducted. Many organizations are leveraging the benefits by outsourcing their services in terms of both cost and quality. Developed part of the world is specially finding many offshore development centers in the developing countries to be worthwhile for outsourcing activity. This is because they can receive quality service at economically cheap prices. Vsworx is one of the leading offshore development centers based in UK, US and Asia. We have fully equipped development center with necessary infrastructure and professional expertise to create quality software applications. We specialize in software outsourcing, offshore outsourcing, software development, web development, web designing, web hosting, search engine optimization, graphics designing, content development and many more areas. Benefits of choosing us as an offshore center Reduced costs as compared to onsite companies Full control over the project and capability to manage it dynamically Improved productivity by delivering reliable, speedy and cost effective services Smooth communication with any team member Flexibility to select appropriate skills to meet your project objectives Sustainable differential advantage over competitors
Our highly professional and skilled team focuses on core business needs and project goals and maintains transparency in the development work. We are flexible enough to synchronize working shifts with business hours in your company. We undertake quality standards in every project to assure success.
29
Focus on technology, competitive pricing, service model and excellent project management experience are key elements which reflects credibility and brand name of your company worldwide. We provide world class infrastructure, resourceful engineers, skilled and experienced project managers and quality management process to achieve what you are thriving upon. Outsourcing IT application management allows enterprises to focus on their core business, offering benefits across the business spectrum Reduced Manpower Concerns With a strong pool trained IT professionals, Photon Fargo Solutions IT understands and caters to the specific needs of the enterprise Further, a well-defined career growth path for the enterprise's in-house IT employees reduces the problem of manpower attrition Cost Reduction Tremendous financial benefits on a sustained basis through Photon Fargo Solutions IT's cost-effective technology solutions A predictable IT spend with annuity based long term contracts Access to scaleable solutions in line with business growth Freed up capital funds for deployment in core business activities Improved User Satisfaction Our improvements on services, software functionality and quality ensure higher user satisfaction Case Studies E-commerce Application Our major task is to create a web ordering and online customization of products business process that must have good features Business Directory The Belgium-based client wanted an online directory and cross-industry market place that addresses online presence and e-commerce facilitation needs of business users who can use available comprehensive business intelligence to get acquainted with potential market, partners and competitors in their sector, area, region and country. Social Networking
30
Our solution was specifically tailored to facilitate communication and referrals through a community website for business and entertainment purposes.
CONSULTING: Photon Fargo Solutions consulting team aims to improves the alignment of business and technology through improved process efficiency, reduced cost and enhanced business value of IT. Our consultants combine extensive technical experience with strong strategic and business focused leadership. We work with some of the largest companies in the world, providing solutions to their issues using a proven business-focused approach. Starting with an understanding of the business need, we then work with our clients to design and deliver efficient solutions, striking the right balance between leveraging what they have and delivering what they need. We help our clients in building a high performance IT organization through formalizing the IT strategy, governance, metrics, business processes, technology and organization structure needed to deliver and manage efficient, high quality IT services. We work with our clients in architecture, business value analysis, asset management, product evaluation and selection, data privacy and security of their IT function. Technologies:
Enterprise Architecture Consulting Enterprise Portal Consulting ERP Consulting Quality Consulting Web Services Consulting
Industries:
Automotive Banking and Finance Bio Technology Government HealthCare High Technology Insurance Media and Entertainment Retail Semi-conductor Telecom Travel and Transportation
CLIENTS : Photon Fargo Solutions Valued Customers, Our goal is to develop long-term relationships with our clients. We measure success by the value our customers receive from our expertise and the resulting business and technical achievements. Over the years, we've helped over 150
31
organizations in accomplishing their objectives. Here are the few companies we've served...We routinely assist our customers with streamlining business operations through process engineering, automation and help them isolate and resolve complex technical issues. Our culture is one that encourages knowledge sharing and constructive debating.
SAP LABS
HP
Cadbury
Virtusa
BAJAJ Allianz
Herald Logic
Knack systems
Infotech
Bank of America
Goldstone
GeBBS
VERTEX
Thakral Group
Transdyne
Mott`s
E Centric Solutions Pvt Ltd
SEAL Infotech Pvt. Ltd
Datamatics Limited
Architectsap
32
Photon Fargo Solutions consulting services pvt ltd Services
ERP SAP Oracle People Soft JD Edwards BAAN Application / Servers Microsoft IIS Microsoft commerce Server 2000 Microsoft Terminal Server Microsoft Site Server Microsoft Transaction Server Microsoft Sharepoint Server MS Exchange Server 2000 BEA WebLogic Oracle 9i AS IBM WebSphere Netscape Enterprise Server Netscape Application Server (NAC) Allaire/Macromadia JRun Apache Tomcat
Operating Systems / Platforms MS Windows NT 95/ 98/ 2000/ XP Novel Netware MacOS UNIX LINUX SUN Solaris Software Engineering Tools Microsoft Visual Interdev Microsoft Visual Studio .NET Microsoft .NET Mobile Web SDK Microsoft Visual Sourcesafe Microsoft Project Rational Rose Rational Rose XDE Rational Clear Case Erwin Enterprise Architect Norton Ghost Developer / Designer 2000 InstalShield CodeWarrior Symantec Visual Cafe IBM VisualAge J Builder
Databases /RDBMS MS SQL Server Microsoft Access Oracle (PL/SQL,OCI) Microsoft Visual Fox Pro IBM DB2
33
IMS XML SQL MySQL
An enterprise resource planning (ERP) system is an integrated computer-based application used to manage internal and external resources, including tangible assets, financial resources, materials, and human resources. Its purpose is to facilitate the flow of information between all business functions inside the boundaries of the organization and manage the connections to outside stakeholders. Built on a centralized database and normally utilizing a common computing platform, ERP systems consolidate all business operations into a uniform and enterprise-wide system environment.[1] An ERP system can either reside on a centralized server or be distributed across modular hardware and software units that provide "services" and communicate on a local area network. The distributed design allows a business to assemble modules from different vendors without the need for the placement of multiple copies of complex and expensive computer systems in areas which will not use their full capacity. Our expert In this modules SAP Oracle People Soft JD Edwards BAAN Operating Systems / Platforms An operating system (OS) is software, consisting of programs and data, that runs on computers and manages the computer hardware[1] and provides common services for efficient execution of various application software. For hardware functions such as input and output and memory allocation, the operating system acts as an intermediary between application programs and the computer hardware,[2][3] although the application code is usually executed directly by the hardware, but will frequently call the OS or be interrupted by it. Operating systems are found on
34
almost any device that contains a computerfrom cellular phones and video game consoles to supercomputers and web servers. Examples of popular modern operating systems for personal computers are Microsoft Windows, Mac OS X, and GNU/Linux MS Windows NT 95/ 98/ 2000/ XP Novel Netware MacOS UNIX LINUX SUN Solaris
2.4 DEPARTMENTS OF THE ORGANIZATION
1. Administrative department
MANAGER
DEPUTY MANAGER
DEPUTY MANAGER
ASSISTANT MANAGER
ASSISTANT MANAGER
JUNIOR MANAGER
JUNIOR MANAGER
SENIOR MANAGER 35
COMPUTER MANAGER
CONSOLE OPRATOR
ASSISTANT
ATTENDER
Chart No.3
In PHOTONFARGO, Administrative department is responsible for general administration as well as the personnel administration. Administration officer is the head of the department. The functions of the administrative department in PHOTONFARGO are: 1. The general administration as well as personnel functions. 2. Administrative functions include attendance monitoring, recording and controlling absenteeism etc. 3. Other functions like providing canteen service, employee state insurance, provident fund, accidental benefits etc. Recruitment is done through Employment exchange under direct recruitments. Employees are recruited through: 1. By deputation from other departments. 2. Through direct recruitment board. 3. On contract basis.
36
Recruitment, selection, placement, induction, training, promotion, retirement , time officer, security, leave, safety, wage and salary administration etc all comes under Administrative department. Working hours of PHOTONFARGO The production unit requires 24 hours continues working. These 24 hours are divided into 3 shifts. Each shift consists of 8 hours. The working hours for office staff is from 9.30 am to 5 pm with half hour break from 1 pm 1.30 pm.
37
2 Finance Department
MANAGER
DEPUTY MANAGER
ASSISTANT MANAGER
JUNIOR MANAGER
SENIOR ACCOUNANT
ACCOUNTANT
Chart No.4 Finance department of PHOTONFARGO, headed by manager. The main function of Finance department is procurement and allocation of funds. The functions of finance department are: Monitoring of operations like collection. Preparation of annual financial statements and reporting it to the management. Account management Profit and Loss account, Balance sheet, Cash Book, Ledger etc.
38
Custody and safeguarding of assets, securities and variables. Maintaining salary records, wages and advertisement. Accounting of receipts and payment, safeguarding of cash balance payment. Getting the accounts audited Maintenance of inflow and outflow of cash. Maintenance of accounts. Recording transactions. Closing the accounts periodically. Management of funds.
39
3. QUALITY CONTROL
DEPUTYMANAGER
ASSISTANT MANAGER
SUPERVISOR
ANALYST
WORKER
Chart No.6
40
4. Purchase department
MANAGER
DEPUTYMANAGER
ASSISTANT MANAGER
JUNIOR MANAGER
ASSISTANT
ASSISTANT
ATTENDER
Chart No.7 Main objectives of purchase department include maintaining continuity for the supply of materials to support production, minimum investment and maximum economic advantage, avoiding duplication and wastage, procuring best quality materials at lowest cost based on suitability for use.
41
Chapter -5 THEORETICAL FRAME WORK
42
STRESS Stress is the "wear and tear" our bodies experience as we adjust to our continually changing environment; it has physical and emotional effects on us and can create positive or negative feelings. As a positive influence, stress can help compel us to action; it can result in a new awareness and an exciting new perspective. As a negative influence, it can result in feelings of distrust, rejection, anger, and depression, which in turn can lead to health problems such as headaches, upset stomach, rashes, insomnia, ulcers, high blood pressure, heart disease, and stroke.
Stress is physical, mental and chemical reasons to circumstances that frighten, confuse, endanger or irritate. If the stress is controlled it works like a friend and strengthen to encounter many failures. Stress can be taken as negative value as well as positive value. consider, for example when you undergo annual performance review at work, you feel stress because you confront opportunity, constraints, and demands. A good performance review may lead to a promotion, greater responsibility, and high salary. But a poor review may prevent from getting the promotion. An extremely poor review might then even result in being fired.
43
Two conditions are necessary for potential stress to become actual stress. There must be uncertainty over the outcome and the outcome must be important .stress is highest for those individuals who perceive hat they are uncertain as to whether they will win or loss and lowest for those individuals who think winning or loosing is a certainty. But importance is also critical. If winning or loosing is an unimportant outcome, there is no stress. The study by the Indian Council for Research on International Economic Relations, a New Delhi-based research group, said Indias rapid economic expansion has boosted corporate profits and employee incomes, but has also sparked a surge in workplace stress and lifestyle diseases that few Indian companies have addressed. Health Minister Anbumani Ramadoss said his biggest concern was the countrys information technology industry that has grown rapidly, riding on the outsourcing boom in recent years. Its the fastest-growing industry in our country, but it is most vulnerable to lifestyle diseases, Ramadoss said. Its future growth could be stunted if we dont address the problem now. Long working hours, night shifts and a sedentary lifestyle make people employed at information technology companies prone to heart disease and diabetes, the report said. There have also been growing reports of mental depression and family discord in the industry. Infosys Technologies Ltd., Indias second-largest software exporter, has a 24-hour hot line for employees suffering from depression to access psychiatrists.
44
Infosys introduced a work-life balance plan after a 24-year-old employee suffered a heart attack several years ago. Indias per capita health spending of $7 is one of the lowest in the world and is a fraction of what the United States spends -- $2,548, according to a 2006 WHO report.
Several recent studies have highlighted the links between work-related stress, violence at work, the abuse of drugs and alcohol and tobacco consumption. These studies tend to suggest that stress at work plays an important role in the development of negative individual and organizational factors and forms a common element linking working conditions, substance abuse and violent acts. There appears to be a significant correlation between difficulties in relaxing after work and negative emotions such as fear, helplessness and failure. Stressful work may contribute to the development of a desire among workers to reduce tension by drinking, using drugs and other harmful substances.
45
Consequences of stress to employees of PHOTONFARGO
Chart no: 8 Consequences of stress
Consequences for individual
Consequences for the family
Consequences for organization
1. Consequences to individual Stress is both a friend and foe. A high level stress has harmful consequences like i.

Impact on health. back problems loss of appetite poor concentration or poor memory retention performance dip headaches upset stomach Rashes
46
Insomnia Ulcers high blood pressure heart disease Stroke. anger or tantrums violent or anti-social behaviour emotional outbursts alcohol or drug abuse Psychological consequences
ii.

Job dissatisfaction Distrust Rejection Anger Depression poor concentration or poor memory retention uncharacteristic errors or missed deadlines tension boredom depression
47
iii.
Impact on behaviour sleep difficulties Under eating or overeating Increased smoking and drinking Nodding off during meetings or social gathering Losing your sense of humour Moving in a tense and jerky way Absenteeism and turnover Reduction in productivity nervous habits
2. Consequences to the family Stress adverse effect will be on spouse, child abuse, alienation from family members and even divorce .additional stress are experienced while handling the personal, social, cultural dilemmas of balancing the work and family.
48
3. Consequences to organization Low performance and productivity High rate of absenteeism and turnover Loss of customers due to poor attitudes of workers Increased alienation of the worker from the job Destructive and aggressive behaviour resulting in strikes and sabotage low morale
49
Causes of stress at PHOTONFARGO

Work Stress Individual stress Group stress Organization stress Extra organizationa l stress
Concentric chart no. 1, illustrates the causes of stress at PHOTONFARGO
50
A. Extra-organizational stressors Political factors Economic factors Technological factors
B. Organizational stressors Job related factors Routine job dullness and boaring Work hazardous Extra duties and responsibilities Bullying or harassment, by anyone, not necessarily a person's manager Feeling powerless and uninvolved in determining one's own responsibilities Continuous unreasonable performance demands Lack of effective communication and conflict resolution Lack of job security Long working hours Work load office politics and conflict among staff
51
Role related factors
Role conflict: It occurs when two or more persons have different and sometimes opposing expectation of a given individual. Another type is inter- role conflict where an individual plays more than one role simultaneously
doesnt
Role ambiguity: It occurs when the employee know what is expected of him.
Interpersonal and group related factors Interpersonal demands are pressure created by other employees. Group related stressors include factors like conflicts, poor communication, unpleasant relationship, misunderstanding etc.
52
Organizational structural factors Organizational structure defines the level of differentiation, degree of rules and regulations and where decision made. Excessive rules and lack of participation in decisions that effect employees are examples. Organizational leadership factors Organizations life cycle An organizations life cycle creates different problems and pressure for the employees. The first and the last stage are stressful. C. Group stressors
Group cohesiveness Lack of cohesiveness can be very stress producing , especially for those who cannot thrive in isolation. Lack of social support Conflicts
53
D. Individual stressors Excessive time away from home and family Job concern Career changes Economic problems Life change and life traumas Personality of a person personality (certain personalities are more stress-prone than others) lifestyle (principally poor diet and lack of exercise
54
Stress and Performance the Inverted U relationship
The relationship between stress and performance is explained in one of the oldest and most important ideas in stress management, the Inverted-U relationship between stress and performance The Inverted-U relationship focuses on peoples performance of a task.
The left hand side of the graph is easy to explain for pragmatic reasons. When there is very little stress on us to carry out an important task, there is little incentive for us to focus energy and attention on it. This is particularly the case when there may be other, more urgent, or more interesting, tasks competing for attention.
55
Figure no. 1
As stress on us increases, we enter the area of best performance, we are able to focus on the task and perform well there is enough stress on us to focus our attention but not so much that it disrupts our performance.
56
Consequences of Stress to PHOTONFARGO employees at different Levels.
Basis Reactions Behaviour
Low stress Boredom or Apathy Low motivation Careless mistakes Psychological withdrawal
Optimum stress High energy High motivation Heightened Perception High
High stress Exhaustion Anxiety nervousness Indecisiveness Bad judgment and
Physical withdrawal involvement Inactivity Low performance Dull health Performance Health effects Low performance Dull health High performance Good health Poor performance Psychosomatic Illness Table no: 1
57
COPING STRATEGIES FOR STRESS in PHOTONFARGO
1.
Coping with stress at the level of individuals Stress can be managed by an individual, which will enable him to regain control over his life. Some of the stress reducing strategies from individuals point is:
a) Knowledge about stress An individual should know self, what are the factors causing stress and how to tackle stress. b) Psychological fitness Exercise in any form will helps in coping the stress. Noncompetitive physical exercise like aerobics, walking, jogging, playing football or tennis will help in reducing stress to some extent. c) Time management An individual must understand how you manage the time so that he can cope with tension created by job demands d) Assertiveness An individual should be assertive. He should not say Yes when he want to say No.
58
e) Social support Every person should have people to turn to, talk to and rely upon. Social network includes friends, family, or work colleagues, who will be supportive during times of stress and crisis f) Relaxation techniques Every individual must teach himself to reduce tension through relaxation techniques such as yoga, meditation, hypnosis, g) Plan your life in advance 2. Coping with organization sources of stress Some measures the organization must take are: a) Selection and placement While doing selection and placement of employees, the factors should kept in mind are; the individuals who are more prone to stress should not be put on stressful jobs. The individual who are less prone to stress may adapt better to high stress jobs and perform those job more effectively b) Goal setting Goal setting can reduce stress as well as provide motivation
59
c) Improved communication Effective communication with employees reduces the uncertainty by lessening role ambiguity and role conflict.
d) Redesigning jobs Job redesigning enhances motivation, reduces the stress among the employees and enhances quality of work life. e) Participative in decision making If the organization gives the employees participation in those decisions that directly affect them and their job performance, it can increase employee control and reduces the role stress. f) Building team work The management should try in creating such an environment in which there is no provision for interpersonal conflict or inter group conflict. Encourage members of the group to be mutually supportive and productive.
60
g) Personal welfare programmes Organization can provide facilities at their premises for physical fitness such as gyms, swimming pool, tennis court etc. as well as psychological counseling. They should hold seminars or workshops to make the employees understand nature and sources of stress and possible ways to reduce it. To Change the Organization to Prevent Job Stress
Ensure that the workload is in line with workers' capabilities and resources. Design jobs to provide meaning, stimulation, and opportunities for workers to use their skills. Clearly define workers' roles and responsibilities. Give workers opportunities to participate in decisions and actions affecting their jobs. Improve communications-reduce uncertainty about career development and future employment prospects. Provide opportunities for social interaction among workers. Establish work schedules that are compatible with demands and responsibilities outside the job.
61
Individual differences and stress in PHOTONFARGO Not everybody respond to stress in the same way, and not every one respond to stress in the same way. There are strong difference in the ways individuals experience and response to stress. These individual differences moderate the relationship between the causes and consequences of stress. Self esteem Individuals who have positive image of themselves and their abilities are less likely to experience work as stressful. Moreover, people with high self-esteem have more confidence in themselves that they can deal successfully deal with stress. Tolerance for ambiguity People also differ in their tolerance for ambiguity. Some people are comfortable with the fact that not every thing in their work situation is black and white. For instance they are not upset when they know generally what they are supposed to do but dont receive very detailed step-by step instructions. Other people have a low tolerance for ambiguity. They are uncontrollable with unstructured situations. They want to know exactly what they are supposed to do and exactly how will be evaluated. People with high tolerance for ambiguity are less likely to suffer from job stress. They are less likely to see role ambiguity and role conflict as stressful.
62
A STUDY on stress levels among middle-level managers from 96 leading companies in India and Kenya has shown that tension at the workplace could well have a cascading negative impact on the Gross National Product (GNP). Effective time planning and management can help considerably reduce stress levels. The study found that those managers who had a clear plan for using their time before the actual work begin, and, as much as possible, stuck to their time plan, had less stress compared to others. The National Institute for Occupational Safety and Health (NIOSH) The NOISH report on the right is an excellent resource that cites the following 40% of workers reported their job was very or extremely stressful;

25% view their jobs as the number one stressor in their lives; Three fourths of employees believe that workers have more on-the-job stress than a generation ago; 29% of workers felt quite a bit or extremely stressed at work; 26 percent of workers said they were "often or very often burned out or stressed by their work"; Job stress is more strongly associated with health complaints than financial or family problem NIOSH defines job stress as the harmful physical
and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker. Stress also occurs when the situation has high demands and the worker has little or no control over it. Job stress can lead to poor health and injury.
63
Chapter -6
Analysis and Interpretation
64
Once the data has been collected from employees, each sample questions were classified, tabulated and then subjected to analysis. The data obtained were analysed in following ways. 1. Coding and Tabulation Coding is necessary for efficient analysis and through it several replies may be reduced to a small number of classes which contain critical information required for analysis. After the data are edited, next step is converting the data into symbols and numbers i.e.; coding. Tabular representation is the systematic representation of data in rows and columns using tables, it makes the data more clear. 2. Percentage analysis Percentage analysis It determines the percentage of respondents corresponding to each factor. The percentage is calculated by dividing the number of respondents belonging to a particular factor by the total number of respondent and is expressed in terms of percentage. Percentage = No. of respondents Total no. of respondents x 100
65
Graphical Representation In this study certain graphs are used for the effectiveness of report. It
can be shown in a simple way through Pie-diagram. Pie Chart- Here the circle is divided on the basis of various scales used. Since full angle 360 degree around the centre of the circle represents the whole data each sector will have angle at the centre. 4. Hypothesis testing For testing the hypothesis Chi-square( 2) test of goodness of fit at 5% level of significance is used. Chi-square test is a stastical measure used in context of sampling analysis for comparing a variance to a theoretical variance. By comparing the calculated value with the table value of Chi-square for (n-1), n being the number of items in the sample, degrees of freedom at 5% level of significance. If calculated value of 2is less than table value, the null hypothesis is accepted, but if calculated value is equal or greater than table value, the hypothesis is rejected.
66
1) Stress at work Table: 2.1 Always To some extent To great extent Never No. of respondents 10 30 8 2 50 Percentage 20 60 16 4 100
Chart: 2.1 below illustrates table: 2.1
Always To some extent To great extent Never 60%
20% 4% 16%
Interpretation: 60% of the employees in PHOTONFARGO feel stress at work and 12% feels stress always as every employees of the organization feels stress at work.
67
2) Stress affects the performance of an employee Table: 2.2 No. of respondents Agree 32 Strongly agree 12 Disagree 6 Strongly Disagree 0 50 Percentage 64 24 12 0 100

Agree Strongly agree Disagree Strongly Disagree 64%
24% 0% 12%
Interpretation: 64% employees of PHOTONFARGO agree that stress affects employee performance but 12% disagree to this fact.
68
3) Stress affects negatively at work. Table: 2.3 Always To some extent To great extent Never No. of respondents 0 20 25 5 50 Percentage 0 40 50 10 100

0%
10% 50%
Interpretation: 10% of PHOTONFARGO employees feels stress never negatively affects work, but 90% feels that to some or great extent stress negatively affects work. 4) Opinion about working condition provided by organization.
69
Table: 2.4 No. of respondents Highly satisfied 2 Satisfied 30 Dissatisfied 13 Highly dissatisfied 5 50 Percentage 4 60 26 10 100

Highly satisfied Satisfied Dissatisfied Highly dissatisfied 60% 4%
10%
26%
Interpretation: 64 %, 4 % of the employees of PHOTONFARGO are satisfied and highly satisfied with working conditions provided by PHOTONFARGO but 26% are dissatisfied and 10% highly dissatisfied. 5) Stress helps in boosting your performance. Table: 2.5
70
Never Sometimes Almost Always
No. of respondents 19 18 10 3 50
Percentage 38 36 20 6 100

Never Sometimes Almost 38% Always
6% 20% 36%
Interpretation: 38% of the PHOTONFARGO employees think that stress never helps in boosting their performance, 6% feels stress always helps in boosting performance, 36% and 20% feels sometimes and almost it does.
71
6) Stress becomes a reason for absence. Table: 2.6 Very often Occasionally Rarely Never No. of respondents 3 20 16 11 50 Percentage 6 40 32 22 100

Very often Occasionally Rarely 22% 6% Never
40% 32%
Interpretation: About 6% of PHOTONFARGO employees think that stress becomes a reason for absence, 40 % thinks occasionally its a reason, 32 % thinks rarely stress is a reason for absenteeism but 22% thinks never stress a reason.
72
7) Stress can affect the output of an organization. Table: 2.7 Very much To an extent Too much Never No. of respondents 3 27 14 6 50 Percentage 6 54 28 12 100

Very much To an extent Too much 12% 6% Never
28% 54%
Interpretation: 6% of PHOTONFARGO employees think stress can affect the output of an organization, 54%, 28% feels stress affects to an extent and too much output of organization but 12 % feels stress would never affect output. 8) The organization provide deadline at work.
73
Table: 2.8 Very often occasionally Rarely Never No. of respondents 7 24 14 5 50 Percentage 14 48 28 10 100

Very often occasionally Rarely 48% Never
28% 14% 10%
Interpretation: The above data indicates that the organization provide deadline at work 48% says occasionally deadlines are given, 14% think very often, 28% said rarely and 10% accepts never deadlines are given.
74
9) Do you feel tensed when deadlines are given. Table: 2.9 Very much Sometimes Not much Never No. of respondents 8 27 10 5 50 Percentage 16 54 20 10 100

Very much Sometimes Not much 20% 10% Never 16%
54%
Interpretation: Suggestion of employees on whether they are tensed when deadlines are given: 16% of employees are very much tensed, 54% feels sometimes tensed, 20% thinks not much tensed and 10% are never tensed. 10) Does stress cause any psychological impact on you?
75
Table: 2.10 Very much To an extent Not much Never No. of respondents 5 27 10 8 50 Percentage 10 54 20 16 100

Very much To an extent Not much Never 54% 20%
10%
16%
Interpretation: 54 % of employees think to an extent stress causes any psychological impact on them, 10% thinks stress creates very much psychological problem, 20% and 16% thinks not much and never stress affect psychologically. 11) Stress brings impact on behaviour. Table: 2.11 No. of respondents
76
Percentage
Always To some extent To great extent Never
4 32 11 3 50
8 64 22 6 100

Always To some extent To great extent Never
8% 6% 64%
22%
Interpretation: 64% of the employees feel that to some extent stress brings impact on their behaviour, 8% thinks always stress has effect on behaviour, 22% feels to great extent and 6% thinks stress never affects behaviour. 12) Stress creates health problems. Table: 2.12 Strongly agree Agree Disagree No. of respondents 3 39 8
77
Percentage 6 78 16
Strongly disagree
0 50
0 100

Strongly agree Agree Disagree 78% Strongly disagree
6% 0%
16%
Interpretation: About 78% of employees strongly agree stress creates health problems, 6% strongly agrees to this fact but 16 % strongly disagrees.
13) Stress affects interpersonal relationship with co-workers and superiors. Table: 2.13 Very much To an extent Not much Never No. of respondents 9 6 30 5 50
78
Percentage 18 12 60 10 100

18% 10%
Interpretation: 18% of employees think stress very much affects interpersonal relationship with co-workers and superiors, 12% think to an extent, 60% feels not much and 10% think never stress affects relationships. 14) Extra-organizational factors cause stress. Table: 2.14 Very much To an extent Not much Never No. of respondents 2 31 14 3 50 Percentage 4 62 28 6 100
79
Very much To an extent Not much Never 62%
28% 6%
4%
Interpretation: 4% employees think extra-organizational factors causes stress, 62% thinks to extent extra-organizational factors is a cause, 28% think not much this factor causes stress and 6% feels never extra-organizational factors causes stress. 15) Individual stress affects performance. Table: 2.15 Never Sometimes Almost Always No. of respondents 2 22 20 6 50 Percentage 4 44 40 12 100
80
Never Sometimes Almost 12% 4% Always
44%
40%
Interpretation: 44% of employees felt sometimes Individual stress affects performance, 40% think almost individual stress affects performance, 12% thinks always Individual stress affects work but 4% think individual stress never affects performance. 16) Group stressors affect work performance. Table: 2.16 Very much To an extent Not much Never No. of respondents 6 23 13 8 50 Percentage 12 46 26 16 100
81
16% 26%
Interpretation: It is clear from the above table 12% of employees think group stressors affect work performance, 46% think to an extent, 26% think group stressors not much affect work but 16% feels never group stressors affect performance. 17) Organizational factors affect performance. Table: 2.17 Strongly agree Agree Disagree Strongly disagree No. of respondents 18 24 5 3 50 Percentage 36 48 10 6 100
82
Strongly agree Agree Disagree Strongly disagree 36% 48%
6%
10%
Interpretation: It is clear from the above table 36% of the employees strongly agrees that organizational factors causes stress, 48 % agrees to the fact, 10% disagree to this and 6% strongly disagrees that organizational factors affect performance. 18) Role related factors are caused by stress. Table: 2.18 No. of respondents Percentage Very much To an extent Not much Never 3 24 15 8 50 6 48 30 16 100
83
Very much To an extent Not much 48% Never
6%
16%
30%
Interpretation: In the analysis about 48% of employees think to an extent role related factors are caused by stress, to 6% employees feel very much role related factors are caused by stress but 30% ,16% of employees thinks not much and never, role related factors are caused by stress. 19) Stress caused by job related factors. Table: 2.19 Never Sometimes Almost Always No. of respondents 3 23 16 8 50 Percentage 6 46 32 16 100
84
Never Sometimes Almost 16% 6% Always
32%
46%
Interpretation: Stress caused by job related factors employees response to this is 6% think never, 46% feels sometimes it can be a reason, 32 % think almost is a cause and 16 % think stress is always caused by job related factors. 20) Opinion on stress management program followed in your organization. Table: 2.20 No. of respondents Satisfied 0 Highly satisfied 0 Dissatisfied 39 Highly dissatisfied 11 50 Percentage 0 0 78 22 100
85
Satisfied Highly satisfied Dissatisfied Highly dissatisfied 22% 0%
78%
Interpretation: From above analysis its clear that 78% of the employees are dissatisfied and 22 % are highly dissatisfied with stress management program followed in PHOTONFARGO.
86
21) Stress at work affects your personal life. Table: 2.21 Strongly agree Agree Disagree Strongly disagree No. of respondents 12 18 11 9 50 Percentage 24 36 22 18 100

Strongly agree Agree Disagree Strongly disagree 18% 24%
22% 36%
Interpretation: 24% of employees strongly agree that stress at work affects your personal life, 36% agrees to this, 22% disagrees and 18% strongly disagrees that stress at work affects your personal life.
87
22) Strategies followed to cope up stress in your organization. Table: 2.22 Good Average Poor No. of respondents 2 23 25 50 Percentage 4 46 50 100
4%
Good Average
50%
46%
Poor
Interpretation: Employees opinion on strategies followed to cope up stress in organization 4%of employees remark it as good, 46% says an average and 50% employees thinks poor performance on the part of organization. 23) Stress is a reason for job hopping.
88
Table: 2.23 No. of respondents Strongly agree Agree Disagree Strongly Disagree 0 36 14 10 50 Chart: 2.23 below illustrates table: 2.23
Strongly agree Agree Disagree Strongly Disagree 62% 0% 10%
Percentage 0 62 28 10 100
28%
Interpretation: Stress is a reason for job hopping 62% employees agrees to this fact, 28% disagrees and 10% strongly disagrees.
89
24) Stress management and training programs are necessary in an organization. Table: 2.24 Always To some extent To great extent Never No. of respondents 18 12 20 0 50 Percentage 36 24 40 0 100

40% 36% 0%
Interpretation: Stress management and training programs are necessary in an organization employees response to this is 36 % feels its always necessary, 24 % think to an extent and 40% thinks to a great extent its necessary.
90
Hypothesis testing
91
5.1 CHI SQUARE ( 2) TEST OF GOODNESS OF FIT AT 5% LEVEL OF SIGNIFICANCE

H0 = Stress does not affect the performance of an employees = 2 Expected frequency Observed frequencies (O) 32 12 6 = (32+12+6) 3 = 16.67 Expected frequencies (E) 16.67 16.67 16.67 (O E) 15.33 -4.67 -10.67 (O E)2 235.00 21.80 113.84 (O E)2 / E 14.09 1.31 6.82 22.22
Degree of freedom (n-1) = 3 1
Table 3 (O-E)2 / E Calculated value Table value at 5% level of significance Since, Calculated value > Table value We reject the null hypothesis (H0). So alternative hypothesis H1 is valid Stress affects performance of employees in PHOTONFARGO. = = = 22.22 22.22 5.991
92
Chapter -7 Findings, Suggestions and Conclusion
93
6.1 FINDINGS
From the study conducted the following facts have been revealed: 1. 60% of the employees in PHOTONFARGO feels stress at work, feels that they are working under stressful condition. 2. 16 % think stress is always caused by job related factors. 3. PHOTONFARGOs 83% employees think that stress creates health problems. 4. 78% of the employees are dissatisfied and 22 % are highly dissatisfied with stress management program followed in PHOTONFARGO. 5. Stress is a reason for job hopping 62% employees agrees to this fact. 6. Stress management and training programs are necessary in an organization 40% of employees thinks to a great extent its necessary. 7. 18% of employees think stress very much affects interpersonal relationship with co-workers and superiors in organization. 8. 64% employees of PHOTONFARGO feel that to some extent stress brings out put. 10. 36% of PHOTONFARGO employees think that sometimes stress helps in boosting their performance. 11.Employee shortage is a major problem in PHOTONFARGO. impact on their behaviour. 9. 54% employees of PHOTONFARGO feels to an extent stress affects
94
6.2 SUGGESTIONS
To improve the present condition of PHOTONFARGO some suggestions are: 1. Good training programmes on different departments should be implemented, so that employees can cope up with the changing needs of the firm. 2. Currently poor stress management programmes are followed in PHOTONFARGO, so good stress management programmes should be implemented. 3. Improve the welfare measures of employees. 4. In any organization stress development means failure of implemented strategies and interpersonal relationships, so PHOTONFARGO should look at causes of stress, proper management of stress means success of organization. 5. Occasional get together of employees and management 6. Reorganization of people who have done outstanding performance, it will boost employee performance. 7. Good employee and management relationship will help to reduce stress to a great extent. 8. Consider the problems of the employees for the wellbeing of the organization. 9. Introduce a stress management committee to solve employee problems.
95
Chapter -8 Conclusion and Bibliography
96
6.3 CONCLUSION
The PHOTONFARGO It Solutions (PHOTONFARGO) is doing its commercial functions of production, procurement, processing, product diversification and marketing of Software Products. PHOTONFARGO is farmers friendly organization and it increases the industrial importance of Hyderabad by its Software production and products. It is enhancing the production of IT, developing the IT Services and strengthening the cooperative movement. No organization and individual remain silent under stressful situation. The study will help the firm to improve existing stress management programmes and there by increasing employee satisfaction, increased productivity, improved relationships both on and off the job, better teamwork and communication, improved morale, retention of valued employees. Thus better management of stress is important in every organization.
97
Bibliography
98
BIBLIOGRAPHY
Chhabra T.N., Human Resource Management , Fourth revised edition , GAGAN KAPUR for Dhanpat Rai andCo., 2004. Organizational Behaviour, McGraw Hill International Edition, Eighth edition 2004 Potti L.R. Research Methodology, Yamuna Publications
www.PHOTONFARGOit.com www.mindtools.com
99
APPENDIX
Stress management
QUESTIONNAIRE Personal Details 1. 2. 3. 4. 5. 6. 7. Name Sex Age Marital Status Department Experience : : : : : : 1-5 years 11-15 years Above 20 years 8. Salary : 5000-10000 15001-20000 10001-15000 6-10 years 16-20 years Male 2030 41-50 Married Designation or Grade : Female 31-40 Above 50 Single
100
1. Do you feel stress at work? i.) ii) Always To some extent iii) To great extent iv) Never
2. Whether stress affects your performance ? i.) Strongly agree ii) Agree iii) Disagree iv) Strongly disagree
3. Does stress affect negatively at work ? i.) ii) Always To some extent iii) To great extent iv) Never
4. Opinion about working condition provided by organization i.) ii) Highly satisfied Satisfied iii) iv) Highly dissatisfied Dissatisfied
5. Do you think stress helps in boosting your performance ? i.) Never ii) Almost iii) Sometimes iv) Always
6. Does ever stress become a reason for absent i.) Very often
101
iii) Rarely
ii)
Occasionally
iv) Never
7 Do you think the output is affected by stress? i.) ii) Very much To an extent iii) Too much iv) Never
8. Whether the organization provide dead line at work? i.) ii) Very often Occasionally iii) Rarely iv) Never
9. Do feel tensed when dead lines are given? i.) ii) Very much Sometimes iii) Not much iv) Never
10.Does stress causes any psychological impact on you? i.) ii) Very much To an extent iii) Not much iv) Never
102
11.Whether stress brings any impact on your behaviour, if so then to what extent? i.) ii) Always To some extent iii) To great iv) Never extent
12. Stress creates health problems what is your opinion ? i.) ii) Strongly agree Agree iii) Disagree iv) Strongly disagree
14. Do you think stress affects interpersonal relationship with co-workers and superiors? i.) ii) Very much To an extent iii) Not much iv) Never
15Do you agree that intra organizational factors causes stress? i.) ii) Strongly agree Agree iii) Disagree iv) Strongly disagree
16. How far individual stress affects performance? i.) ii) Never Some times iii) Almost iv) Always
17. How far group stressors affect work performance?
103
i.) ii)
Very much To an extent
iii) Not much iv) Never
18. What is your opinion regarding organizational factors affecting stress? i.) ii) Never Sometimes iii) Almost iv) Always
19. Do you feel role related factors are caused by stress? i.) Very much iii) Not much iv) Never iii) Almost iv) Always
ii) To an extent i.) ii) Never Sometimes
20. What is your opinion on stress caused by job related factors?
21. Your opinion on stress management programme followed in your organization? i.) ii) Satisfied Highly satisfied iii) Dissatisfied iv) Highly dissatisfied
104
22. Do you think stress at work affects your personal life? i.) ii) Very much To an extent iii) Not much iv) Never
23. What do you think strategies followed to cope up stress in your organization? i.) ii) Very good Good iii) Average iv) Poor
24. Do you think stress is a reason for job hopping? i.) ii) Strongly agree Agree iii) Disagree iv) Strongly disagree
25. Do you think stress management and training programmes are necessary in an organization? i.) Always ii) To some extent iii) To great extent iv) Not required
105
Put forward some of your suggestion on STRESS MANAGEMENT program of PHOTONFARGO.
1.For Employee performance is the training need analyzed in your organization a) Yes b) No
106
2.Are you satisfied with the Classroom method adopted by your organization to train the employees? a) Agree b) Disagree
3.MANAGEMENT LIAISE BETWEEN THE EMPLOYEES AND THE UNION a) Excellent b) Good c) Average d) Poor
4. MANAGEMENT HAVE ADEQUATE COMMUNICATION WITH THE EMPLOYEES a) Excellent b) Good c) Average d) Poor
5. Stress at work a) Always b) To some extent c) To great extent d) Never
107

Stress Management Photonfargo

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Stress Management Photonfargo

Uploaded by

Copyright:

Available Formats

Index

SCOPE OF THE STUDY

Chapter -2 Research Methodology

Chapter -3 Industrial Profile

2.1 INDUSTRIAL PROFILE

Chapter -4 Company Profile

2.2 COMPANY PROFILE

E Centric Solutions Pvt Ltd

SEAL Infotech Pvt. Ltd

Photon Fargo Solutions consulting services pvt ltd Services

IMS XML SQL MySQL

2.4 DEPARTMENTS OF THE ORGANIZATION

Chapter -5 THEORETICAL FRAME WORK

Consequences of stress to employees of PHOTONFARGO

Chart no: 8 Consequences of stress

Consequences for individual

Consequences for the family

Consequences for organization

Causes of stress at PHOTONFARGO

Concentric chart no. 1, illustrates the causes of stress at PHOTONFARGO

A. Extra-organizational stressors Political factors Economic factors Technological factors

Role related factors

Stress and Performance the Inverted U relationship

Consequences of Stress to PHOTONFARGO employees at different Levels.

Basis Reactions Behaviour

Optimum stress High energy High motivation Heightened Perception High

High stress Exhaustion Anxiety nervousness Indecisiveness Bad judgment and

COPING STRATEGIES FOR STRESS in PHOTONFARGO

Analysis and Interpretation

Chart: 2.1 below illustrates table: 2.1

Always To some extent To great extent Never 60%

Chart: 2.2 below illustrates table: 2.2

Chart: 2.3 below illustrates table: 2.3

Chart: 2.4 below illustrates table: 2.4

Never Sometimes Almost Always

Chart: 2.5 below illustrates table: 2.5

Chart: 2.6 below illustrates table: 2.6

Chart: 2.7 below illustrates table: 2.7

Chart: 2.8 below illustrates table: 2.8

28% 14% 10%

Chart: 2.9 below illustrates table: 2.9

Chart: 2.10 below illustrates table: 2.10

Always To some extent To great extent Never

Chart: 2.11 below illustrates table: 2.11

Chart: 2.12 below illustrates table: 2.12

Chart: 2.13 below illustrates table: 2.13

Chart: 2.14 below illustrates table: 2.14

Very much To an extent Not much Never 62%

Chart: 2.15 below illustrates table: 2.15

Never Sometimes Almost 12% 4% Always

Chart: 2.16 below illustrates table: 2.16

Very much To an extent Not much Never 46% 12%

Chart: 2.17 below illustrates table: 2.17

Strongly agree Agree Disagree Strongly disagree 36% 48%

Chart: 2.18 below illustrates table: 2.18

Very much To an extent Not much 48% Never

Chart: 2.19 below illustrates table: 2.19

Never Sometimes Almost 16% 6% Always

Chart: 2.20 below illustrates table: 2.20

Satisfied Highly satisfied Dissatisfied Highly dissatisfied 22% 0%

Chart: 2.21 below illustrates table: 2.21

Chart: 2.22 below illustrates table: 2.22

Chart: 2.24 below illustrates table: 2.24