INTRODUCTION

Human Resource Management

Human resource management (HRM or simply HR) is the management of an
organization's workforce, or human resources. It is responsible for the attraction, selection,
training, assessment, and rewarding of employees, while also overseeing organizational
leadership and culture, and ensuring compliance with employment and labor laws. In
circumstances where employees desire and are legally authorized to hold a collective
bargaining agreement, HR will typically also serve as the company's primary liaison with the
employees' representatives (usually a labor union).
HR is a product of the human relations movement of the early 20th century,
when researchers began documenting ways of creating business value through the strategic
management of the workforce. The function was initially dominated by transactional work such
as payroll and benefits administration, but due to globalization, company consolidation,
technological advancement, and further research, HR now focuses on strategic initiatives like
mergers and acquisitions, talent management, succession planning, industrial and labor
relations, and diversity and inclusion.

Definition

According to national institute of personnel management (NIPM), India, “The part of the
Management which is concerned with the people at work and with their relationship with in an
Enterprise. It aims to bring together and develop into an effective organization of the man and
women who make up an enterprise and having regard for the well-being of the individuals and
Working groups, to enable them to make their best contribution to its success”
-National Institute of personnel Management (NIPM)

As per Milkovich and Boudreau, “Human resource management is a series of decisions that
affect the relationship between employees and employers; it affects many constituencies and is
intended to influence the effectiveness of employees and employers”.
-Milkovich and Boud

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 OBJECTIVES OF HRM

• To ensure effective utilization and maximum development of human resources.

• To ensure respect for human beings. To identify and satisfy the needs of individuals.
• To achieve and maintain high morale among employees.
• To provide the organization with well-trained and well-motivated employees.
• To increase to the fullest the employee's job satisfaction and self-actualization.
• To develop and maintain a quality of work life.

• To help the organization reach its goal

FUNCTIONS OF HRM
 Human resource or manpower planning.
 Recruitment, selection and placement of personnel.
 Training and development of employees.
 Appraisal of performance of employees.
 Taking corrective steps such as transfer from one job to another.
 Remuneration of employees.
 Social security and welfare of employees.
 Setting general and specific management policy for organizational relationship.
 Collective bargaining, contract negotiation and grievance handling.
 Staffing the organization

INTRODUCTION TO STRESS

Stress is your body's way of responding to any kind of demand. It can be caused by
both good and bad experiences. When people feel stressed by something going on around them,
their bodies react by releasing chemicals into the blood. These chemicals give people more
energy and strength, which can be a good thing if their stress is caused by physical danger. But
this can also be a bad thing, if their stress is in response to something emotional and there is no
outlet for this extra energy and strength. This class will discuss different causes of stress, how

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stress affects you, the difference between 'good' or 'positive' stress and 'bad' or 'negative' stress,
and some common facts about how stress affects people today.

What is Stress Management?

Stress management refers to a wide spectrum of techniques and psychotherapies aimed

at controlling a person's levels of stress, especially chronic stress, usually for the purpose of
improving everyday functioning.

Many practical stress management techniques are available, some for use by health
practitioners and others for self-help, which may help an individual to reduce stress, provide
positive feelings of being in control of one's life and promote general well-being.

Definition

Hans Selye was one of the founding fathers of stress research. His view in 1956 was that
“stress is not necessarily something bad – it all depends on how you take it. The stress of
exhilarating, Creative successful work is beneficial, while that of failure, humiliation or
infection is detrimental.” Selye believed that the biochemical affects of stress would be
experienced irrespective of whether the situation was positive or negative.

Since then, a great deal of further research has been conducted, and ideas have moved on. Stress
is now viewed as a "bad thing", with a range of harmful biochemical and long-term effects.
These effects have rarely been observed in positive situations.

The most commonly accepted definition of stress (mainly attributed to Richard S Lazarus) is
that Stress is condition or feeling experienced when a person perceives that “demands exceed
the personal and social resources the individual is able to mobilize In short, it's what we feel
when we think we've lost control of events.
This is the main definition used by this section of Mind Tools, although we also
recognize that there is an intertwined instinctive stress response to unexpected events. The
stress response inside us is therefore part instinct and part to do with the way we think.

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 NEED FOR THE STUDY

It is the method of obtaining information about a complete employee by

examining only a part of it. In this research work, the approach has been made to draw
inferences based on samples taken from the Indian employees. Since India is the second largest
populated country in the world so it is next to impossible to take the data from even a part of its
employees. Hence it is best to adopt the Sampling method. That is why the sample data will
enable us to estimate the employee’s parameters. Here care has been taken to select the sample
so that it should be truly representative of employee’s characteristics without any bias as a
result that it may outcome in valid and reliable conclusions

Without disturbing the employees work we have to take answers from the employees so
sampling method is chosen as alternative method. Taking answers according to our
questionnaires is important according to our data and relevant answers are important from the
employees.
Although there are standard stressors that we all experience, it is the way we react to these
stressors that determines whether we will be affected and if so, how intensely that will be.  We
decide, based on our available resources and skills whether a situation is stressful to us.  We all
experience stress and react to it differently.  Some people become aggressive and take it out on
their loved ones or colleagues, whilst others hold it in and usually find ways to escape, such as
eating disorders or substance abuse, which is ultimately even more destructive.

Stress Management helps you to become more aware of your reactions and empowers you to
take healthier steps to manage this stress. 

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 SCOPE OF THE STUDY

This project will reveal the employees stress of the hdfc life insurance ltd... Stress
refers to individual’s reaction to disturbing factor in the environment. Hence this study would
help the organization to know the factors of stress and to reduce the stress in employee since it
is a well known fact that healthy employee is a productive employee.
Stress can be brought about by pressures at home and at work. Employers cannot
usually protect workers from stress arising outside of work, but they can protect them from
stress that arises through work. Stress at work can be a real problem to the organization as well
as for its workers. Good management and good work organization are the best forms of stress
prevention. This study is helpful in assessing the extent of stress experienced by the employees.
We have to find the differences’ between the positive stress and negative stress
and we have to find the dispersion levels of the employees. According to our questions we have

to find out the relevant answers within the given time.

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 OBJECTIVES OF THE STUDY

 To know the role of the firm in terms of stress management.

 To find the difference between the positive stress and negative stress in the employees.
 To know the employees opinion about reduction of stress.
 To find out that stress is really effecting the social life of the employees or not.
 To know that if whether employees plan their work before doing.
 To measure the time employees spend for the entertainment.
 To measure the employee fear about the quality of performance.
 To know the facilities provided by company meet employees expectation.
 To give appropriate suggestion to employees for reducing of the stress.

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 METHODOLOGY

The statically method needs the collection of data in two forms

1. Primary data

2. Secondary data

PRIMARY DATA

The primary data are those, which are collected afresh and for the first time, and thus
happen to be original in character. The data on the required information is collected from actual
persons using the product/ services. This data is more suited for the objectives of the project.

SECONDARY DATA

The data which have already been collected by someone else or taken from published or
unpublished sources and which have been already been passed through the statistical process.

MODE OF DATA COLLECTION

The study is based on Secondary data which includes

Secondary Data

Secondary Data will be gathered from books and journals in HDFC Life Insurance.

Sample Plan

100 Employees

Contact Method:

The respondents sampling personally will be prepared to interview 100 employees

Types of data

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 Primary Data: - The sources of Primary data were questionnaires and personal
interviews.

The primary data was collected by asking the consumers who come to the authorized service
stations for the servicing of their commercial vehicles and also the new employees of the
commercial vehicles to fill up the questionnaires by me. It is a very important part of the
project as it is only through the properly filled up questionnaires that I can reach to any
conclusion from the data which I got from the questionnaires.

 Secondary data: - the sources of secondary data were internet, books and newspaper
articles.

Secondary data are the information which is attained indirectly. They are the data collected by
someone else and which has already passed through statistical process. There exist two
sources of secondary data.

Types of data sources

External sources
Internal sources

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 LIMITATIONS

 The questionnaire was filled by 100 employees of different designations. So the point of view
of employees differs as per their designations.
 The employees from whom the questionnaires are filled are in a heavy workload so some of
the questionnaires filled by the employees who are in stress cannot be called reasonable.
 The responses of the employees cannot be accurate as the problem of language and
understanding arises. (These problems are not in all cases.)
 The study can’t be generated to all organizations because the organization climate changes
from one organization to another organization.
 Many a times the employees may not be really conscious or may not be bothered about the
questionnaire. This may create a problem in the research.
 An in depth study couldn’t be conducted because of the limited time period

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 INDUSTRY PROFILE

The popular adage “nothing succeeds like success” is applicable to the dairy
development in India. If the country witnessed the “green revolution” leading to self-reliance
in food grains in the sixties and the seventies, the decades of the eighties and the nineties
witnessed the “white revolution”. Indian total milk production is ranked first in the world
followed by the United States. Initially dairying was largely an unorganized activity. By and
large land holding farmers kept cattle mainly for bullock production. Milk was essentially a
byproduct. The surplus after domestic consumption was either converted into conventional
products mainly ghee and sold to middle men who cater to the needs of the market.

As India enters an era of economic reforms, agriculture, particularly the livestock

sector, is positioned to be a major growth area. The fact that dairying could play a more
constructive role in promoting rural welfare and reducing poverty is increasingly being
recognized. For example, milk production alone involves more than 70 million producers,
each raising one or two cows/buffaloes. Cow dung is an important input as organic fertilizer
for crop production and is also widely used as fuel in rural areas. Cattle also serve as an
insurance cover for the poor households, being sold during times of distress.

There was an increasing demand for milk from the urban areas. There arose a need for
the farmers to increase the production of milk. Since the demand in the urban scenario is
rapidly increasing so do the farmers generate the supply? Further the new dairy plant capacity
approved under the Milk and Milk products order (MMPO) has exceeded 100 million l/p/d.
The new capacity would surpass the projected rural marketable surplus of milk by about 40
percent by 2005.

EVOLUTION:

The origin of dairy farms under public management dates back to 1886 when the
department of Defense established a few dairy farms in that year to supply milk and milk
products to the British troops. The next step was initiated during the First World War.

In 1914, the Department of Defense on the advice of the Board of Agriculture

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advised the Government in 1916, to appoint imperial dairy expert. The next important step
was the decision to conduct a census of livestock. The Board of Agriculture carried out the
livestock census in 1919 as a preparatory action for planned dairy development. In 1920, the
imperial expert recommended to the Government for the establishment of a training center to
meet the manpower requirements for managing the Defiance Dairy Farms. By this time there
were three dairy farms and until 1923 the British Government‟s approach towards dairying
was confined to milk requirements of the military only. After 1923, diploma course in dairy
were started at Bangalore.

Dr. N.C. Wright, Director, Dairy Research institute, Scotland who was invited
to India in 1936 for reviewing the progress of dairying in the country has made two
recommendations: -
1. Industry needs have to be solved by developing own technology and technologists in the
country.
2. India is country of villages, of which most inhabitants are small, marginal farmers and
landless laborers. Development should be promoted only on co-operative lines.

In 1937, the Lucknow Milk producer‟s co-operative Union limited was

established paving the way for the organization of such union in districts and state.

In 1945, the Famine enquiry commission in its report emphasized the need for
developing fodder supply for increasing milk production and recommended the adoption of
mixed farming with a place for fodder and crop rotation. As a sequel to this, under the
Greater Bombay Milk Scheme, milk was procured from Kaira district, Gujarat by the private
dairy. That gave way to the idea of creating an institutional structure for dairying on co-
operative lines.

THE ROOT CAUSE:

In the forties one firm Polson‟s dominated the dairy industry. Established by
rather enterprising gentlemen who discovered in Kaira district, of what was then Bombay
presidency, produced a good deal of milk. He established a creamery and for a while the
name polsons was synonymous with butt-much as Amul is today.

One of Paulson‟s businesses is to supply milk to Bombay. As Karia district was

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an abundant source of the commodity, Polson was chosen to procure it from there. He in turn,
entered into an arrangement with a number of contractors who actually went to the villages
and collected the milk. Everyone was happy. Bombay relieved reasonably good quality milk
and Polson made a handsome profit. The contractors too manage to earn large margins by
over quoting the farmers. It was only the poor farmers who were unhappy for it. They
invested in the animal feed and fodder and they put in their labor; yet, it was they who
received the smallest share of the Bombay consumer‟s rupee. The arrangement benefited
everyone but them.

THE FIRST STEPS FORMATION OF KARIA UNION

Realizing that something needed to be done about the unequal balance of

wealth, they turned to Sardar Vallabhai Patel for advice. Sardar Patel knew that their only
chance of earning a decent income was when they themselves gain control over the resources
they created. He also knew that the co-operatives offered them the nest chance of gaining that
control. So he advised them to stop selling milk to Polson and form a co-operative milk
producer‟s union (AMUL) was born in 1946.

The co-operative then passed through some very difficult times and eventually
become a model of co-operative dairying throughout the world.

The AMUL co-operative was started by a handful of members initially handling only
250lt milk a day. Over the years, this union has grown from strength to strength and today
AMUL handles over 80,000 it of milk per day. There are 91 village Milk cooperative
societies. In 1988-89 the turnovers were 1,700 million and its assets were Rs.200 millions.

The focus of the union was on production by the masses, not mass production. By the
early sixties, the modest experiment in Kaira had not only become a success, people began to
recognize it as such. Farmers from all parts of Gujarat came to learn it. They went back to
their own districts and started their own cooperatives. The result-together, the district milk
producers unions of Gujarat own the Gujarat co-operative Milk marketing federation which
markets the milk and milk products manufactured by its owners. Last year the federation‟s
turnover was over Rs1700 cores making it the largest in the food industry? Besides the dairy
plant, the AMUL owns cattle feed plant producing over 400 tons of balanced cattle feed a
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 day. It manufactures a wide range of products, including milk power, butter, cheese,
chocolates and malted beverages.
ESTABLISHMENT OF NATIONAL DAIRY DEVELOPMENT BOARD (NDDB):

The Government of India had established the National Dairy Development Board
(NDDB), an autonomous body headquartered at Anand‟s Co-operative in India. In order to
develop dairy in India, NDDB drew plans for „operation flood‟.

THE NEXT ACHIEVEMENT: OPERATION FLOOD

In the late sixties, the board drew up a project called Operation Flood (OF) – meant
to create a flood of milk in India‟s villages with funds mobilized from foreign donations.
Producer‟s co-operatives, which sought to link dairy development with milk marketing,
were central plank of this project. The Operation Flood, which started in 1970, concludes its
third phase in 1996 and has to its credit these significant results:
 The enormous urban market stimulus has led to sustained
 Production increases, raising per capita availability of milk to early 200 grams per day.
 The dependence on commercial imports of milk solids are alone away with.

 Modernization and expansion of the dairy industry and its infrastructure, activating milk
grid.
 Marketing expanded to supply hygienic and fair priced milk to some 300 million
consumers in 550 cities and towns.
 A nationwide network of multi-tier producer‟s co-operative, democratic in structure
and professionally managed, has come into existence. Millions of small producers
participate in an economic enterprise and improve the quality of their life and
environment.

OPERATION FLOOD:
A recent World Bank audit shows that of the Rs.200 crores bit invested in
Operation Flood 2, the net return into the rural economy has been a whopping Rs.24, 000
crores per year over a period of ten years, or a total of Rs.40, 000 crores in all. No other
major development program has matched this input-output ratio. Operation Flood, launched
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in 1970, has been instrumental in helping the farmers mould their own development. Thus
helping reach milk consumers in 700 towns and cities though a National Milk Grid It also
helped eradicate the need for middlemen thereby reducing the seasonal price variations As a
result of the co-operative structure the whole exercise of production and distribution of milk
products has become economically viable for farmers to undertake on their own. In this
manner the farmer himself can enjoy the fruits of his own labor, instead of surrendering a
majority of the profit to corrupt middlemen.

THREE PHASES OF DEVELOPMENT

The scheme sought to establish milk produces co-operatives in the villages and
make modern technology available to them. The broad objectives are to increase milk
productions (“a flood of milk”) augment rural incomes and transfer to milk producers the
profits of milk producers the profits of milk, marketing which are hitherto enjoyed by well-
to-do-middlemen.

PHASE1:

Phase 1 of Operation Flood was financed by the sale within India of skimmed
milk powder and butter oil gifted by the EC countries via the world food program. As
founder-chairman of the National Dairy Development Board (NDDB) of India Dr. Kurien
finalized the plans and negotiated the details of EEC assistance. He looked after the
administration of the scheme as found-chairman of the erstwhile Indian Dairy Co-operation,
the project authority for Operation Flood. During its first phase, the project aimed at linking
India‟s 18 best milk sheds with the milk markets of the four metropolitan cities of Delhi,
Mumbai, Calcutta and Madras.

PHASE2:

Phase 2 of the project, implemented during 1981-85 raised this to some 136 milk

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sheds linked to over 290 urban markets. The seed capital rose from the sale of WFP/EEC
gift products and World Bank loan had created, by end 1985, a self-sustaining system of
43,000 village‟s co-operatives covering 4.25 million milk producers. Milk powder
production went up from 22,000 tons in the pre project year to 1, 40,000 tons in 1989,
thanks to dairies set up und Operation Flood. The EEV gifts thus helped to promote
self-reliance. Direct marketing of milk by producer‟s co-operatives resulting in the
transfer of profits from milk contracts increased by several million liters per day.

PHASE3:

Phase 3 of Operation Flood (1985-1996) enabled dairy co-operatives to

rapidly build to the basic up the basic infrastructure required to procure and market more
and more milk daily. Facilities were created by the co-operatives to provide better
veterinary first-aid health care services to their producer‟s members.

ACHIEVEMENTS UNDER OPERATION FLOOD:

The main objective of Operation Flood was achieved by vertical integration
of milk procurement, processing and marketing through a three-tier co-operative structure
by organizing 60,280 village co-operative societies (VCS) in 173 milk shed having 6.61
million farmers by September 1989. Not only that, there are today, 1230 rural milk
processing plants of 13.9 MLPE (million liters per day) capacities.

The milk production has increased from 20.74 million tons in 1969-70 to 4807
million tons in 1988-89 while consumption capacity increased from 107 Kg/ days in
168
Kg/day. The increase in milk production was 6.6 per annum without altering the basic
land- holding structure, farming system and ownership of cattle.

The infrastructure build to link producers directly with the urban consumers
had helped to transfer 75% of the consumption price to the producer which was
the main incentive to increase milk production. Payments received by the farmers rose
from Rs.1.75 billion during 1980-81 to over Rs.8 billion by 1988-89

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 The milk grid was developed to link good milk producing areas with the four
metropolitan city milk plants by rail milk tankers and road milk tankers. Today milk is
transported from one part of the country to another by rail tankers. With increase in local
production of milk powder and butte, the import of commodities has been significantly
reduced. The import accounted for 60% of the milk throughout the mid fifties. While it
had dropped to 6% by the mid-eighties.

There is no more rationing and quota card system, for the purchase of milk for
consumer‟s convenience. UHT tanned shelf milk was introduced in the mid-eighties
which are slowly gained in Popularity. Operation Flood was successful because the
Project was based on a sound and successful model of the Anand dairy co-operative. The
efficient handling of the gifted commodity was the land mark of success of Operation
Flood.

DEVELOPMENT OF DAIRY IN NINTIES:

The momentum gained in the dairy through co-operatives during the last 20 years
will now take India into nineties as major dairying country of the world. The
country‟s milk production in the early sixties which was about 20 million tons has
touched a record of 56 million tons. It is likely to reach about 80 million tons by 2000
AD. India which one time was dependant on other countries for products such as milk
powder, table butter and cheese has now become self sufficient. It has even started
exporting some of them in small quantities simultaneously efforts are made to expand
milk procurement, processing and marketing to meet the growing demand for milk
products.

DAIRY CO-OPERATIVES:
In our country, the co-operative movement owes its development to the initiative
of the Government. It is only during 1950‟s that Tamil Nadu, Gujarat and Uttar
Pradesh took some important steps in organizing Dairy Co-operative sector, provided a
model for the milk producers. Co-operatives in Gujarat and other states provided
guidance and policy direction. State level federations of Dairy Co-operatives have been
formed in different states.

The entire institutional network of the co-operatives comprises of 22 Federations,

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173 unions, 75 thousand Dairy Co-operative societies and over 7 million farmers.
Members during 1989-90 collected an average 10 million it of milk in a day and paid
about 1200 crores of rupees in a year.
MAIN AIM OF DAIRY INDUSTRY IN CO-OPERATIVE SECTOR

 Formation of co-operative units of milk producers in every village.

 To improve cattle wealth of goods breed which are imported for milk
production?

 To avoid contaminated diseases buy using proper medicines and injunctions.

 Providing the availability of good breed seeds so as to improve the cattle feed.

 Industry mobile hospitals to provide free medical facilities to cattle of the

dairy and avoid diseases.
So from the above aims of the co-operative unions, it is crystal clear that
the co- operative sector would be instrumental in increasing the milk production.
To put the above programmers to action in our district with the co-
operation of National Dairy Development Board, a „Three-Tier‟ programmed was
started in 1980. In relation to it 198 milk producers‟ co-operative unions have been set
up at village level.

THE THREE-TIER SYSTEM:

The Three-Tier system consists of:

1. Primary Dairy Co-operative societies at village level

2. Co-operative Unions district level.

3. Federation at state level.

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MILK SHEDS/UNIONS:

Operation flood programmer has been identified into milk sheds/unions.

NO MILK SHEDS/UNIONS DISTRICTS

1 Visakha Srikakulam, Vizianagaram, Vizag
2 Godavari East and West Godavari
3 Krishna Krishna
4 Guntur-Prakasam Guntur-Prakasam
5 Chittor Chittor
6 Kuddapha Kuddapaha
7 Kurnool Kurnool
8 Nalgonda-Ranga reddy Nalgonda-rang reddy
9 Medak-Nizamabad Medak-Nizamabad

COOPERATIVE MARKETING:

Cooperative dairy societies have played a major role in the marketing of milk in
India. Major quantity of milk is produced in the rural area while the profitable market
for milk and milk products is largely in urban areas. However the quantity of milk
available for sale for an individual farmer is very less. It becomes difficult for them to
send such a small quantity to urban markets on their own. They face a number of
problems such as inadequate transport facilities and absence of proper marketing.
Therefore the role played by the „dairy Cooperatives in building. Addition to the
arrangement of sale of milk, the dairy cooperative are also expected to provide
veterinary aids, supply cattle needs and arrange for the supply of credit for related
purpose.

LOAN TO MEMBERS:
The milk cooperatives cannot extend loans to the farmers directly. Instead they can
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 offer guarantee to the amount borrowed by the farmer. It was observed that from
small size societies about 7 members received loans amounting to Rs.42, 000. The loan
was mainly offered for the purpose of purchase of cross-breed cows. In Medium,
purpose of purchase of cross-breed cows and 29 members got the loan worth Rs.7,
50,000 for purchase of buffaloes

GAINS TO THE MEMBERS:

The co-operative society provides loans, fertilizers, and fodder, seeds, breeding and
veterinary facilities to augment the milk production. At present there are 238 dairy plants
in India comprising of public co-operatives and private sectors.
Co-operative milk societies are organizations of producers and the not only arrange
marketing of surplus milk but also supplement the income of the producers, who
are generally agriculturists, mainly in rural areas. These societies also help the
consumers to have pure and unadulterated milk at reasonable price.
Co-operative marketing may be defined as a co-operative association formed to
perform one or more of the marketing functions relating to the marketing association or
an agricultural co-operative marketing society, need not necessarily perform all the
marketing functions. Normally these functions include services such as selling
agents, supply of accurate market information, standardization storage, assembling,
packing and processing services.
The primary objective of the co-operative is to maximize the income of its
members as much as possible. To achieve this primer
Objective co-operative marketing aims at obtaining higher prices for the
producers and minimizing the costs of marketing.
To obtain higher prices for its members a co-operative marketing society
tries to achieve the following:

1. Development of orderly marketing.

2. Adoption of better selling methods.
3. Improvement of quality.
4. Elimination of trade abuses.
5. Improved bargaining position for the members as sellers.

6. Improvement of standardization and grading.

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CREDIT SUPPLY AND TECHNOLOGY MISSION FOR
DAIRYDEVELOPMENT:

The national co-operative development co-operation has been providing

financing assistant to dairy co-operatives for organizing medium and small size dairy
processing plant and milk filling centers. The co-operation has sanctioned a total loan for
dairy units.
In addition small farmer‟s development agency (SFDA), marginal farmers and
agricultural labor agency (MFLA), INTEGRATED RURAL DEVELOPMESNT
SCHEMES (IRDS) and integrated tribunal development agency b have their own tasks of
providing incentives of dairy.

NATIONAL MILK GRID:

In the seventies the national milk grid was a distant dream. But the next decade
saw it taking shape. The benefits from such an arrangement are for both consumers
and producers.
The development of national milk grid mainly took place for solving the
problems of the producers. The producers form high milk producing districts not only
suffered loss because there were no tankers for the extra quantity of milk available during
the flush season were lower than those paid during the les/a season. The gird solves the
problem of the producers.
From the consumer‟s side also this Grid is useful. In 1951 there were 20,900
towns and in 1971 this number has risen to 62,360. During this period the urban
population has increased from 62.4 million to 109.1 million, a growth of 74.8% there was
demand for milk from the urban consumer and they also had the necessary purchasing
power.
The demand was felt in the four metropolitan cities of India i.e., Bombay,
Calcutta, Madras and Delhi which have a combined population of around 16 million
(1971). City milk traders brought the milk by bus, trains and vans. But they could
not maintain adequate supply of milk with a growing demand from urban consumers.
The grid brought more supply of milk to the consumer. The grid brought more supply of
milk to the consumer throughout the year at rational prices.
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 In order to increase the milk supply and to prevent migration of cattle to the cities
Plans were drawn to establish. “Cattle colonies,” but this city cattle colony project was
not successful. Later, five-year plans were drawn to increase milk production. Bet
1950 and 1970 the total investment was around 11,400 million.

NEED FOR DIARY DEVELOPMENT

In India, the land mass is 304.8 million hectares (1987-88) while the gross irrigated
areas as a percentage of cropped area is 32.8%.
In 1950, the cow and buffalo population was 196 million and had increased to 247
million by 1985. It has reached above 300 millions in 1994. The country has the
largest cattle and buffalo populations in the world accounting for more than one-sixth of
the world‟s cow and more than one-half of the world‟s buffalo population.
In 1988, the human population was about 800 million and this has been growing at
2.2% per annum. Such a large human and cattle population has to be sustained on a
limited landmass, which has led to intensive farming. The serious constraint that the
Indian agriculture faces is the problem of disguised unemployment and the resultant
problem of poverty and inequality of income distribution. Hence development plans
have to prepare for efficient utilization of human, cattle resources for maximum
productivity of land for creating employment opportunities channeling the unemployed
and under-employed into productive works, dairy farming is much important in
serving this purpose. Dairy farming can also absorb large number of agricultural
laborers and those people who migrated from rural to urban areas in search of
employment opportunities throughout the year. The dairy industry plays a vital role in
improving the rural economy which is mainly agricultural based.

ADVANTAGE OF DAIRY INDUSTRY:

a. Strong procurement.
b. Infrastructure.
c. Presence of highly skilled manpower and cheap labors.
d. Large number of processing and allied facilities.
e. Milk production pattern.

INDIA: WORLD’S LARGEST MILK PROCUDER

21
India has become the world‟s no.1 milk producing countries, with output in 1999- 2000
(marketing year ending March 2000) forecasted at 78 million tones. United States,
where the milk production is anticipated to grow only marginally at 71 million tons,
occupied the top slot till 1997. In the year 1997, India‟s milk production was on par
with U.S. at 71 million tones. The world milk products in 1988 at 557 million tons
would continue the steady progress in recent years. Furthermore, the annual rate of growth
in milk production I India is between 5-6 percent, against the worlds at 1%. The steep rise
in the growth pattern has been attributed to a sustained expansion in domestic demand,
although per capita consumption in modest-at 70 Kg of milk equivalent.

ANNUAL MILK PRODUCTION HAS TREBLED

India‟s annual milk production has more than trebled in the last 30 years,
rinsing from 21 million tons in 1968 to an anticipated 80 million tons in 2001. This rapid
growth and modernization is largely credited to the contribution of dairy
cooperatives, under the Operation flood (OF) project, assisted by many multi-lateral
agencies, including the European Union, the world bank, FAO and WFP (world food
program). In the India n context of poverty and malnutrition advantages as well as
providing supplementary income to some 70 million farmers in over 500,000 remote
villages.

Milk Production in India

Milk Production
Year
(Million tons)
2006-2007 85.72
2007-2008 88.92
2008-2009 91.54
2009-2010 95.87
2010-2011 100.10
2011-2012 115.15
2012-2013 130.52
2014-2015 127.5

22
World’s top milk producers:

Countries 2009 2010 2011 2012

India 74 71 68 65
U.S. 71 71 70 68
Russian federation 33 34 36 33
Pakistan 22 21 20 18
Brazil 22 21 19 18
World 557 549 542 539

23
 COMPANY PROFILE

BRIEF HISTORY:
Under the operation flood I programs, Guntur district was selected to develop dairy
activities on annual patterns keeping in view the three-tier system of village dairy cooperative
society at the village level, managed by the elected representatives of milk producers, a co-
operative union Ltd., was registered under A.P. Co-operative societies act 1964 with
registration no: 83DD dated 23/02/1997 with 81 affiliated Milk producer‟s cooperative
societies. Later the Union has converted into AP Mutually Aided co-operative society Act
1995 with a registration number: AMC/GNT/DCI/97/28 DT 1-2-1997. It is the first union
Registered Under model act in India.

ORGANIZATION SET-UP OF SANGAM DAIRY

--- Senior manager (procurement & Inputs manager)

--- Senior manager (senior accounts officer)

---Senior manager (dairy engineer)

--- Senior manager (production manager)

Managing Director --- Other managers

--- Labors welfare officer

--- Manager for materials

--- Quality control manager

--- Marketing manager

Source: Sangam Dairy, Vadlamudi.

FARMER’S CONTRIBUTION

Milk producers of Krishna, Guntur and west Godavari district have generously
donated for the purchase of 34.46 acres of land at the cost of Rs.15lahs before initiating this
project, during 1973-74. Further 53 acres of land was purchased for the location of technical
inputs and staff quarters.

ANAND PATTERN

The “Anand Pattern” advocated an integrated approach to the dairy development under
Co-operative sector by providing necessary technical inputs for the raid progress of Dairy
Industry. In this pattern the real involvement of producers are to be seen, where the village
Dairy cooperative societies as well as the district union are managed by the producers
themselves. The producers have got a say in determining the price of commodity they
produce. This idea is really a fantastic approach and a boon to the farmers. The new outlook
in Anand pattern is to provide incentive (inputs) to the farmers to increase the production,
maintaining good cattle by improved practices of breeding, feeding and management through
farmer‟s induction programmed which is also part of Anand pattern. Viability of the village
Dairy Co-operative societies will also be taken care in this pattern.

Sangam Dairy Logo

OPERATION FLOOD PROGRAMM

OPERATION FLOOD-I:
Dairy plant handling capacity of 1.5 lakh liters of milk per day, besides facilities to
manufacture 12 months tons of skimmed milk powder, 8 tons of button, 2 tons of Ghee and
casein from milk, was established with a cost of Rs. 2.88 crore.
 Facilities to provide technical inputs like free veterinary aid: cattle insurance and artificial
insemination were provided. Fodder development and cattle feed on a no profit; no loss basis
was created with an expenditure of 1.2 crores.

OPERATION FLOOD-II:
Under Of-II, the dairy processing capacity had been increased from 1.5 to 2.5 lakh per
day with an expenditure or Rs 3.6 crores.

OPERATION FLOOD-III:
Crores of rupees were allotted to the milk shed for the expansion and improvement of
the dairy plant Chilling centers and technical input activities.
All the above finance is 70% loan 30% grant. In addition to this our government
gave an amount of Rs. 81 lakhs towards the construction of quarters, technical inputs
building, which is treated as share capital of the government. The total value of assets of this
dairy as on today is Rs. 21.6 crores.

ASEPTIC PACKAGING STATION:

Popularly known as “tetra-pack milk” this was established at the Dairy with a cost of Rs.
2.5 crores. With this, milk can be packed in a special type of laminated paper bags, which can
preserve milk for months at room temperature.

ASCEPTIC PACKAGING STATION: SANGAM DAIRY VADLAMUDI

Aseptic milk or sterilized long shelf life milk is a unique way of milk preservation,
where the milk is packed in disposable and laminated paper cartoons with 3 months shelf life.
The essential features of this pack are to provide milk packed as a grocery item, to store it for
future usage, which offers convenience to the consumer.

Aspect milk packing station was established initially during the year 1986 with an
established cost of Rs.2.5 crores. The station is very well equipped to pack milk for future
usage.
The packs with 15 days shelf life earlier have been replaced with machinery to
pack milk with 3 months shelf life. The existing capacity is 50,000 Lt/day. After
overcoming the initial setbacks with regards to market identification, etc., now the products
are making a smooth sailing in the cities like Hyderabad, Vizag coal belt areas of
Bhadrachalam, Khammam and Kothagudem, etc. there are plan for future market expansion
in Calcutta and Bangalore cities. Aseptic station to pack novel milk products like sterilized
cream, double milk with high fact and high solids, products with no fat depending upon the
need of the consumers is being planned. The given table gives brief details of the milk
packed in 500 ml. packs from 1986-1999 year (in lack packs)

PACKETS IN 500 ML DURING 2004-2011

Production of tetra Revenue generated

Packet milk (Lack
YEAR (In Rs.laksh)
packets)

2007 63 526

2008 58 459

2009 65 441

2010 68 479

2011 61 461

2012 71 493

2013 78 530

SOURCE: Sangam dairy annual reports.

The unit is projecting a capacity of 15% utilization and making a steady progress towards
more efficiency and profitability.

MILK MARKETING:

The union is meeting the fluid mill requirements in Guntur town and other towns in
Guntur District. On an average, they sell 40,000 liters per day with in Guntur District. They
are also marketing tetra pack milk in Guntur district, Vizag, Calcutta, madras.

NATIONAL MILK GRID:

Sangam dairy is supplying milk to mother dairy, Calcutta through milk tankers since
1980 and is also supplying condensed whole milk to mother dairy, Calcutta since 1989
through rail milk tankers.
MILK PRODUCTS:
Sangam dairy manufactures table butter, white butter, and Ghee skimmed milk
powder and vijaya spray. The details of milk procurement, milk sales and products
manufacture with various capacities of the plant are enclose d here with.

EXISTING CAPACITIES:

Milk handling capacity: 2.5 lakhs liters/ day

Milk powder capacity (two powder
plants, L&T make stain co):
22 Mts/day
Table butter (4 packing machine /
CBMM and butter chip lets machine):
8 Mts/day

Ghee:
10MTs per day
Storage of butter in deep freeze:
700 MTs per day
Boilers sections:
2 oil fires boilers,
Refrigeration:
2 coal fire boilers
Milk chilling centers:
350 MTs per day
M.C.C. Narsaraopet:
5000 LPD
M.C.C. Gurazala:
5000 LPD
M.C.C. vinukonda:
3000 LPD
M.C.C. Bhattiprolu:
3000 LPD
Cattle fed:
100 MTs per day
Aseptic packing:
50,000 MTs per day
Power
Machinery:
2746 HP+131 KW
For lighting:
122KW
(Source: MIS Sangam Dairy)
OBJECTIVES

i. Artificial insemination services.

ii. Animal health.
iii. Fodder development programs.

iv. Fodder shed multiplication programs.

v. Sylvia pasture scheme.
vi. Distribution of chaff cutters.

vii. Enrichment of paddy straw with urea. viii. Cattle feed.

ix. By-pass proteins feed.

x. Distribution of mineral nature on subsidiary basis. xi. Cattle

insurance.
xii. Aid to society buildings.

xiii. Cross breed heifer‟s subsidiary scheme.

xiv. Distribution of cross bred cows.

xv. Training programs
PRODUCTS OF SANGAM DAIRY:

Essentially the union procures milk from various collection centers located in Guntur
and Prakasam districts. The procured milk will be processed in the dairy and then converted
into different products apart from fluid milk. The union is meeting the fluid milk
requirements in Guntur town and other towns in Guntur district on an average they sell
40,000 liter per day with in Guntur district.

Under the national milk grid, the milk has been supplied to Mother dairy in Calcutta
through rail milk tankers since 1980.
The milk products of dairy are as follows

1) Milk butter.

2) White butter.

3) Ghee

4) Skimmed milk powder.

5) Doodh peda.

6) Shakthi milk

7) Table butter.

8) Whole milk.

9) Basundhi.

10) Khala Khanda.

31
BY PRODUCT SECTION

By products section of Sangam Dairy consists of the following products.

1. Butter and ghee section

2. Power section

Frozen products section

Each of the above section are administered and under the control
of dairy manager.

Board of Directors
Sri. Y. Venkatarao
Founder

Sri. D. Narendra Kumar Garu

Chairman, M.L.A.,

Sri. K. Gopinath

32
Managing Director

Sri. G.C. Reddy -

National Dairy Development Board.

 Sri. P. Krishna Rao

 Sri. A. Maruthi Vara Prasad
 Sri. V. Dharma Rao
 Sri. V. Srikrishna Prasad
 Sri. P. Srinivasa Rao
 Sri. J. Venkateswarlu
 Sri. R. Ramarao
 Sri. M. Bapuji
 Sri. M. Venkateswarlu
 Sri. P. Srinivasa Reddy
 Sri. Ch. Narsa Reddy
 Sri. S. Venkateswara Rao
 Sri. D. Venkateswara Rao
 Sri. G. Dhanunjaya Rao

33
 THEORETICAL FRAME WORK

Employees stress, a business term, is a measure of how facilities and services supplied
by a company meet or surpass employee’s expectation. It is seen as a key performance
indicator within business and is part of the four perspectives of a Balanced Scorecard.

In a competitive marketplace where businesses compete for employees, employees stress is

seen as a key differentiator and increasingly has become a key element of business strategy.
There is a substantial body of empirical literature that establishes the benefits of employees
stress for firms.

Organizations are increasingly interested in retaining existing employees while targeting non-
employees ; measuring employees stress provides an indication of how successful the
organization is at providing facilities and/or services to the marketplace.

What is Stress?

Stress refers to the strain from the conflict between our external environment and us, leading to
emotional and physical pressure. In our fast paced world, it is impossible to live without stress,
whether you are a student or a working adult. There is both positive and negative stress,
depending on each individual’s unique perception of the tension between the two forces. Not
all stress is bad. For example, positive stress, also known as eustress, can help an individual to
function at optimal effectiveness and efficiency.

Hence, it is evident that some form of positive stress can add more color and vibrancy to our
lives. The presence of a deadline, for example, can push us to make the most of our time and
produce greater efficiency. It is important to keep this in mind, as stress management refers to
using stress to our advantage, and not on eradicating the presence of stress in our lives.

On the other hand, negative stress can result in mental and physical strain. The individual will
experience symptoms such as tensions, headaches, irritability and in extreme cases, heart
palpitations. Hence, whilst some stress may be seen as a motivating force, it is important to
manage stress levels so that it does not have an adverse impact on your health and
relationships.

34
Part of managing your stress levels include learning about how stress can affect you
emotionally and physically, as well as how to identify if you are performing at your optimal
stress level (OSL) or if you are experiencing negative stress. This knowledge will help you to
identify when you need to take a break, or perhaps seek professional help. It is also your first
step towards developing techniques to managing your stress levels.

Modern day stresses can take the form of monetary needs, or emotional frictions. Competition
at work and an increased workload can also cause greater levels of stress. How do you identify
if you are suffering from excessive stress? Psychological symptoms commonly experienced
include insomnia, headaches and an inability to focus. Physical symptoms take the form of
heart palpitations, breathlessness, excessive sweating and stomachaches.

What causes stress? There are many different causes of stress, and that which causes stress is
also known as a stressor. Common lifestyle stressors include performance, threat, and
bereavement stressors, to name a few. Performance stressors are triggered when an individual
is placed in a situation where he feels a need to excel. This could be during performance
appraisals, lunch with the boss, or giving a speech. Threat stressors are usually when the
current situation poses a dangerous threat, such as an economic downturn, or from an accident.
Lastly, bereavement stressors occur when there is a sense of loss such as the death of a loved
one, or a prized possession.

Thus, there are various stressors, and even more varied methods and techniques of dealing with
stress and turning it to our advantages. In order to do so, we must learn to tell when we have
crossed the line from positive to negative stress.

Good stress v/s Bad stress

Stress has often been misunderstood to be negative, with few people acknowledging
the importance and usefulness of positive stress. In our everyday lives, stress is everywhere
and definitely unavoidable; hence our emphasis should be on differentiating between what is
good stress, and what is bad. This will help us to learn to cope with negative stress, and harness
the power of positive stress to help us achieve more.

35
There are 4 main categories of stress, namely eustress, distress, hyper stress and hypo stress.
Negative stress can cause many physical and psychological problems, whilst positive stress can
be very helpful for us. Here’s how we differentiate between them.

Eustress
this is a positive form of stress, which prepares your mind and body for the imminent
challenges that it has perceived. Eustress is a natural physical reaction by your body which
increases blood flow to your muscles, resulting in a higher heart rate. Athletes before a
competition or perhaps a manager before a major presentation would do well with eustress,
allowing them to derive the inspiration and strength that is needed.

Distress
We are familiar with this word, and know that it is a negative form of stress. This occurs when
the mind and body is unable to cope with changes, and usually occurs when there are
deviations from the norm. They can be categorized into acute stress and chronic stress. Acute
stress is intense, but does not last for long. On the other hand, chronic stress persists over a
long period of time.  Trigger events for distress can be a change in job scope or routine that the
person is unable to handle or cope with.

Hyper stress

this is another form of negative stress that occurs when the individual is unable to cope with
the workload. Examples include highly stressful jobs, which require longer working hours than
the individual can handle. If you suspect that you are suffering from hyper stress, you are likely
to have sudden emotional breakdowns over insignificant issues, the proverbial straws that
broke the camel’s back. It is important for you to recognize that your body needs a break, or
you may end up with severe and chronic physical and psychological reactions.
Hypo stress
lastly, hypo stress occurs when a person has nothing to do with his time and feels constantly
bored and unmotivated. This is due to an insufficient amount of stress; hence some stress is
inevitable and helpful to us. Companies should avoid having workers who experience hypo
stress as this will cause productivity and mindfulness to fall. If the job scope is boring and
repetitive, it would be a good idea to implement some form of job rotation so that there is
always something new to learn.

36
 The types of stress are named as eustress and distress. Distress is the most commonly-
referred to type of stress, having negative implications, whereas eustress is a positive form of
stress, usually related to desirable events in person's life. Both can be equally taxing on the
body, and are cumulative in nature, depending on a person's way of adapting to a change that
has caused it.

Prevention

A combination of organizational change and stress management is often the most useful
approach for preventing stress at work.

How 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.
 Discrimination inside the workplace. (e.g. nationality and language )

St. Paul Fire and Marine Insurance Company conducted several studies on the effects of stress
prevention programs in hospital settings. Program activities included (1) employee and
management education on job stress, (2) changes in hospital policies and procedures to reduce
organizational sources of stress, and (3) establishment of employee assistance programs. In one
study, the frequency of medication errors declined by 50% after prevention activities was
implemented in a 700-bed hospital. In a second study, there was a 70% reduction in
malpractice claims in 22 hospitals that implemented stress prevention activities. In contrast,
there was no reduction in claims in a matched group of 22 hospitals that did not implement
stress prevention activities.

37
Reduce your stress

Job analysis
We have all experienced that appalling sense of having far too much work to do and too little
time to do it in. We can choose to ignore this, and work unreasonably long hours to stay on top
of our workload. The risks here are that we become exhausted, that we have so much to do that
we do a poor quality job and that we neglect other areas of our life. Each of these can lead to
intense stress.
The alternative is to work more intelligently, by focusing on the things that are important for
job success and reducing the time we spend on low priority tasks. Job Analysis is the first step
in doing this.
The first of the action-oriented skills that we look at is Job Analysis. Job Analysis is
a key technique for managing job overload – an important source of stress. To do an excellent
job, you need to fully understand what is expected of you. While this may
Seem obvious, in the hurly-burly of a new, fast-moving, high-pressure role, it is oftentimes
something that is easy to overlook.
By understanding the priorities in your job, and what constitutes success within it, you can
focus on these activities and minimize work on other tasks as much as possible. This helps you
get the greatest return from the work you do, and keep your workload under control.
Job Analysis is a useful technique for getting a firm grip on what really is important in your job
so that you are able to perform excellently. It helps you to cut through clutter and distraction to
get to the heart of what you need to do.

Rational & positive thinking

You are thinking negatively when you fear the future, put yourself down, criticize yourself for
errors, doubt your abilities, or expect failure. Negative thinking damages confidence, harms
performance and paralyzes mental skills.
Unfortunately, negative thoughts tend to flit into our consciousness, do their damage and flit
back out again, with their significance having barely been noticed. Since we barely realize that
they were there, we do not challenge them properly, which means that they can be completely
incorrect and wrong.
Thought Awareness is the process by which you observe your thoughts and become aware of
what is going through your head.

38
One approach to it is to observe your "stream of consciousness" as you think about the thing
you're trying to achieve which is stressful. Do not suppress any thoughts. Instead, just let them
run their course while you watch them, and write them down on our free worksheet as they
occur. Then let them go.

Another more general approach to Thought Awareness comes with logging stress in your
Stress Diary. When you analyze your diary at the end of the period, you should be able to see
the most common and the most damaging thoughts. Tackle these as a priority using the
techniques below.
Here are some typical negative thoughts you might experience when preparing to give a major
presentation:

 Fear about the quality of your performance or of problems that may interfere with it;

 Worry about how the audience (especially important people in it like your boss) or the
press may react to you;

 Dwelling on the negative consequences of a poor performance; or

 Self-criticism over a less-than-perfect rehearsal.

Thought awareness is the first step in the process of managing negative thoughts, as you cannot
manage thoughts that you are unaware of.

Rational Thinking
The next step in dealing with negative thinking is to challenge the negative thoughts that you
identified using the Thought Awareness technique. Look at every thought you wrote down and
challenge it rationally. Ask yourself whether the thought is reasonable. What evidence is there
for and against the thought? Would your colleagues and mentors agree or disagree with it?
Looking at the examples, the following challenges could be made to the negative thoughts we
identified earlier:

 Feelings of inadequacy: Have you trained yourself as well as you reasonably should
have? Do you have the experience and resources you need to make the presentation?
Have you planned, prepared and rehearsed enough? If you have done all of these,
you've done as much as you can to give a good performance.

39
  Worries about performance during rehearsal: If some of your practice was less than
perfect, then remind yourself that the purpose of the practice is to identify areas for
improvement, so that these can be sorted out before the performance.

 Problems with issues outside your control: Have you identified the risks of these
things happening, and have you taken steps to reduce the likelihood of them happening
or their impact if they do? What will you do if they occur? And what do you need
others to do for you?

 Worry about other people's reactions: If you have prepared well, and you do the best
you can, then you should be satisfied. If you perform as well as you reasonably can,
then fair people are likely to respond well. If people are not fair, the best thing to do is
ignore their comments and rise above them.

The below Tips are used in the company for reducing the stress

Tip:
Don't make the mistake of generalizing a single incident. OK, you made a mistake at work, but
that doesn't mean you're bad at your job.

Similarly, make sure you take the long view about incidents that you're finding stressful. Just
because you're finding these new responsibilities stressful now, doesn't mean that they will
ALWAYS be so for you in the future.

Tip:
If you find it difficult to look at your negative thoughts objectively, imagine that you are your
best friend or a respected coach or mentor. Look at the list of negative thoughts and imagine
the negative thoughts were written by someone you were giving objective advice to. Then,
think how you would challenge these thoughts.

When you challenge negative thoughts rationally, you should be able to see quickly whether
the thoughts are wrong or whether they have some substance to them. Where there is some
substance, take appropriate action. However, make sure that your negative thoughts are
genuinely important to achieving your goals, and don't just reflect a lack of experience, which
everyone has to go through at some stage.

40
Positive Thinking & Opportunity Seeking
By now, you should already be feeling more positive. The final step is to prepare rational,
positive thoughts and affirmations to counter any remaining negativity. It can also be useful to
look at the situation and see if there are any useful opportunities that are offered by it.
By basing your affirmations on the clear, rational assessments of facts that you made using
Rational Thinking, you can use them to undo the damage that negative thinking may have done
to your self-confidence.

Tip:
Your affirmations will be strongest if they are specific, are expressed in the present tense and
have strong emotional content.

Continuing the examples above, positive affirmations might be:

 Problems during practice: "I have learned from my rehearsals. This has put me in a
position where I can deliver a great performance. I am going to perform well and enjoy
the event."

 Worries about performance: "I have prepared well and rehearsed thoroughly. I am
well positioned to give an excellent performance."

 Problems issues outside your control: "I have thought through everything that might
reasonably happen and have planned how I can handle all likely contingencies. I am
very well placed to react flexibly to events."

 Worry about other people's reaction: "Fair people will react well to a good
performance. I will rise above any unfair criticism in a mature and professional way."

As well as allowing you to structure useful affirmations, part of Positive Thinking is to look at
opportunities that the situation might offer to you. In the examples above, successfully
overcoming the situations causing the original negative thinking will open up opportunities.
You will acquire new skills, you will be seen as someone who can handle difficult challenges,
and you may open up new career opportunities. Make sure that identifying these opportunities
and focusing on them is part of your positive thinking.

41
 DATA ANALYSIS AND INTERPRETATION

1. How long have you been working in the organization?

Above 10 years
options < 3years 3-6years 6-10 years

Response of
20 15 30
employees in % 35

35

30
30

25
25

20
20

15
15

10

0
< 3years 3-6years 6-10 yrs Above 10 years

Response of employees
Interpretation: -
From the above diagram it is known that most of the employees in HDFC are working for more
than 10years.

2. How do you feel about your job?

42
 Options Interesting Challenging Boredom

Response of
44 48 8
employees in%

60

50 48
44

40

30

20

10 8

0
Interesting Challenging Boredom

Response of employees

Interpretation: -
48% of respondents felt their job was challenging & 44% of respondents felt their job as
interesting & again 8% of employee’s respondents felt their job as boredom.

43
3. Do you think that you are suffering from depression?

Yes No No response
Options

Response of 20 80 0
employees in%

90
80
80

70

60

50

40

30
20
20

10
0
0
Yes No No response

Response of employees

Interpretation:-
20 % of the employees feel that they are suffering from depression while 80 % of the
employees feel that that they are free from the depression

4. Do you worry about your colleague's opinion?

44
 Yes No No response
Options

26 74 0
Response of
employees in%

Chart Title
80
74
70

60

50

40

30 26

20

10
0
0
Yes No Noresponse

Response of employees

Interpretation:-
26% of the employees worry about their colleague’s opinion about them while 74% of the
employees are not concern with the opinion about their colleague.

5. Do you discuss your problem with your spouse or friend or any other close to
you?

45
 Yes No No response
Options

Response of 91 9 0

employees in%

Chart Title
100
91
90
80
70
60
50
40
30
20
9
10
0
0
Yes No Noresponse

Response of employees

Interpretation:-
91% of the employees of the bank discuss their problem and share their feelings with their
spouse or friends or others while 9 % of the employee is not concerned with it.

6. Do you work more than 8 hours?

Yes No No response
Options

46
 89 11 0
Response of
employees in%

100
89
90

80

70

60

50

40

30

20
11
10
0
0
Yes No No response

Response of employees

Interpretation:-
89% of the employees work for more than 8 hours which is the starting point of the stress
while 11 % of the employees don’t work for more than 8 hours.

7. You have an important function at your home and your boss asks to give 4
hours over time, do you feel stress?
Yes No No response
Options

47
 Response of 40 54 6
employees in%

60
54

50

40
40

30

20

10
6

0
Yes No Noresponse

Response of employees

Interpretation:-
40 % of the employees are proved to be work dedicated and they are ready to miss the
important function at their house while 54 % of the employees said no and 6 % of the
employee did not give any answer.

8. Do you regularly spend time for entertainment?

Yes No No response
Options

48
 Response of 57 43 0

employees in%

60 57

50
43
40

30

20

10
6

0
Yes No Noresponse

Response of employees

Interpretation:-
51% of the employee spent regular time on entertainment which helps us to remain stress free
while 43 % of the employees don’t do that.

9. Is your social life balanced?

Yes No No response
Options

49
 Response of 54 40 6

employees in%

60
54

50

40
40

30

20

10
6

0
Yes No Noresponse

Response of employees

Interpretation:-
54 % of the employees find their social life to be balanced while 40 % of the employees don’t
have their social life balanced. 6% of the employees remain silent.

10. Do you have time to plan your work before doing?

Yes No No response
Options

50
 Response of 89 11 0

employees in%

100
89
90

80

70

60

50

40

30

20
11
10
0
0
Yes No Noresponse

Response of employees

Interpretation:-
It is a good habit to plan the work you do. 89 % of the employees plan their work before doing
while 11 % of the employees don’t plan their work.

11. Do you fear about the quality of your performance?

Yes No No response
Options

51
 Response of 63 37 0

employees in%

70
63
60

50

40 37

30

20

10

0
0
Yes No Noresponse

Response of employees

Interpretation:-
63% of the employees fear the quality of performance which they give while 37 % of the
employees don’t fear the quality of their work.

12. Do you get stress at your non achievement of your target?

Yes No No response
Options

Response of 71 29 0
52
employees in
%
 Chart Title
80
71
70

60

50

40
29
30

20

10
0
0
Yes No Noresponse

Response of employees

Interpretation:-
71% of the employees get tensed at the non-achievement of the target while 29 % of the
employees work casually.

13. Do you feeling stress some times?

Yes No No response
Options

Response of 80 53 17 3
employees in
%
 90
80
80

70

60

50

40

30

20 17

10
3
0
Yes No No response

Interpretation:-
80% of the employees feel stressed sometimes while 17 % of the employees are not feeling
stressed. 3 % of the employees did not respond.

14. Do you get stressed when your boss scolds you?

Yes No No response
Options

Response of 20 51 29
54
employees in
%
 60

51
50

40

30 29

20
20

10

0
Yes No No response

Response of employees

Interpretation:-
20% of the employee did not responded when they were asked whether their get stressed
because of the scolding of their boss. 51% of the employees don’t get stress because of the
scolding of their boss. 29 % of the employees get stressed because of the scolding of their boss.

15. Do you try to find any solution for the problem of your stress?

Yes No No response
Options

55
 Response of 70 30 0

employees in%

80

70
70

60

50

40

30
30

20

10

0
0
Yes No No response

Response of employees

Interpretation:-
70 % of the employees try to find the solutions of their stress remain 305 of the employees
don’t try to find any solution.

16. Are you stressed because of your family and office problems?

56
 Yes No No response
Options

40 40 20
Response of
employees in%

45
40 40
40

35

30

25
20
20

15

10

0
Yes No No response

Response of employees

Interpretation:-
40% of the employees are stressed because of their family & office problems 40% of
employees have no problems while 20% of the employees did not respond.

17. Are you satisfied with the performance of your work?

57
 Yes No No response
Options

Response of 77 23 0

employees in%

90

80 77

70

60

50

40

30
23
20

10
0
0
Yes No No response

Response of employees

Interpretation:-
From the diagram it is clear that 77 % of the employees are satisfied with the performance they
give in the work while 23 % of the employees are not satisfied.

Yes No No response
Options

58
 Response of 45 55 0

employees in%

18. If you have any over load with our work?

60
55

50
45

40

30

20

10

0
0
Yes No No response

Response of employees

Interpretation:-
From the diagram it is clear that 45 % of the employees are feel with over load & another 55%
of employees are don’t feel with our work.

19. Do you have entertainment in your organization?

59
 Options Yes No No response

70 30 0
Response of
employees in%

80
70
70

60

50

40
30
30

20

10

0
0
Yes No No response

Response of employees

Interpretation:-
From the diagram it is clear that 70 % of the employees are entertainment in our organization
another 30% of employees are not entertained.

19. (1) Do you satisfy with the superior relationship in reducing your stress?

60
 Yes No No idea
Options

Response of 80 20 0

employees in%

90
80
80

70

60

50

40

30
20
20

10
0
0
Yes No No idea

Response of employees

Interpretation:-
From the diagram it is clear that 80 % of the employees are reduce the stress another 20% of
the employees are don’t reduced.

20. If you are doing one work manager asked to do another work how do you
feel?
Yes No No response
Options

61
 Response of 75 25 0

employees in%

80
75

70

60

50

40

30
25

20

10

0
0
Yes No No response

Response of employees

Interpretation:-
From the diagram it is clear that 75 % of the employees are feel another 25% of the employees
are don’t felled.

Yes No No idea
Options

62
 Response of 75 25 0

employees in%

20. (1) Is management maintaining good communication with employees to

reduce their stress?

80
75

70

60

50

40

30
25

20

10

0
0
Yes No No idea

Response of employees

Interpretation:-
From the diagram it is clear that 75 % of the employees are reduce the stress another 25% of
the employees are don’t reduced.

FINDINGS

63
 It is analyzed from the questionnaire filled by the employees that the employees who
have scored more than 20 marks in the burnout test are not satisfied with the
performance which they give in the organization.
 Thus it is proved that the employees who are desired to give better performance than
their original performance are found more stressful than the others.
 While at the same time the employ that have scored less than 20 marks in the burnout
test are satisfied with the performance.
 From the sample of 35 bank employees who have been surveyed, one is found to be a
heart patient.
 This can be because of high level of stress. Very rare of the employee are to be found
suffering from depression.
 It is proved from the survey that the employees who have scored more than 25 marks
in the burnout test are concern about the opinion of their colleagues.
 And the employees who got less than 25 marks do not mind about their colleague’s
opinion.
 Thus it is proved that the colleagues opinion also play a lead role in the increase and
decrease of the stress level.
 In the second questionnaire one of the question was “You have an important function
at your home and your boss asks to give a 4 hour over time what will be your response
‘Yes or No’?” the employees have given their opinion as per their mood.
 Most of the employees do not spend regular time in entertainment.
 This may be because they may not be getting time for entertainment or they may not
be interested in the same.
 One of the questions was asked that were their social life balanced? It is observed that
the employees who have scored above 20 marks in the burnout test did not have their
social life balanced.
 Thus we can conclude that the employees who are above 20 don’t have their social life
balanced. Thus it is proved that stress may affect our social life also.
 The employees were asked whether they plan their work or not, moderate answers
were given. The employees scoring more than 25 marks were not found their work
planned.
 Thus the employees who plan their work have scored below 25 marks in the burnout
test except some cases as there are always some drawbacks in making plan. Failure of
a plan may also lead a person to stress.
64
 Most of the employees who have scored more than 20 marks fear about their quality of
work they give.
 This aspect is not dependent of the burnout level. This aspect depends upon the
dedication of work. So it is meaningless to compare this question with the burnout test.
 A question was asked that weather you get stressed at the non-achievement of their
target? All the employees have responded positively.
 But this is not concern with the burnout score. From this we can conclude that all the
employees are given achievable target and naturally by the non-achievement of the
target all the employees may get stressed.
 The employees having more than 10 marks in the burnout test says that they are under
stress. Out of 35 employees of the sample 20 of the employees accepted that the
reason for their stress is workload.
 10 employees are not stressed because of the workload but because of their family
problem. 5 of the employees are not suffering from stress.
 14 employees out of 30 employees who are stressed feel stressful when their boss
scolds them while 16 employees refused that they are not stressed because their boss
scolds them.
 All the 30 employees have accepted that they try to find the solution of their stress. 10
employees out of 30 employees practice yoga to reduce their stress and the other 20
employees don’t practice yoga.
 The burnout scores of the employees who practice yoga are either more than 25 or less
than 20.
 The above analysis is done by the data received from the questionnaire. So the
accuracy of data depends upon the response of the employees.

SUGGESTIONS

65
 Those who mind about their colleague’s opinion are found to be more stressful. The
employees who have scored 28-29 marks in the burnout test don’t believe in sharing
their problems with their spouse or friend or any closed one.
 Thus we can say that sharing your problems with your spouse or close friends is a
better idea to reduce stress
 While considering the point of view of entertainment it depends upon the mood of the
employees. The entertainment is considered one of the most ultimate solutions to
reduce stress.
 Thus we can conclude that planning of the work may help to reduce stress level.
 One of the other possibilities is that the employees have responded positively to show
themselves to be good.
 Thus we can conclude that the employees have reduced their stress by yoga therapy and
other employees have just started the yoga because of high level of burnout.

CONCLUSION

66
 Employee’s stress is a measure of how facilities and Facilities supplied by a company
meet or surpass employee’s expectation. It is seen as a key performance indicator within
business and is part of the four perspectives of a Balanced Scorecard.

In a competitive marketplace where businesses compete for employees, employees

stress is seen as a key differentiator and increasingly has become a key element of business
strategy. For this we have done project on employee’s stress of SANGAM Dairy. It is found
that majority of respondent have use Savings & Investment Plans Facilities from SANGAM
Dairy. 97% respondents think that SANGAM Dairy is preferred because of its returns. So
finally both below the hypothesis are proved:

It has been found that majority of respondent have use Savings & Investment Plans Facilities
from SANGAM Dairy. 100% of respondents satisfied with the Facilities provided by
SANGAM Dairy. 10% of respondents feel that the Facilities provided by SANGAM Dairy
are Excellent where as 33% thinks that they are very good, 57% respondents think that it is
good. 13% of respondents found that the responses are excellent & 27% of the respondents
found it very good, 60% of the respondents are good. No one is with the opinion that the
facilities are of bad quality.

BIBLIOGRAPHY

67
The Stress Management Handbook: Strategies for Health and Inner Peace
By Lori A. Leyden-Rubenstein

The Relaxation and Stress Reduction Workbook (New Harbinger Self-Help Workbook)
By Matthew McKay Ph.D.
Practical Stress Management
By John Albert Romas
http://en.wikipedia.org/wiki/Human_resource_policies

QUESTIONNAIRE

68
Questionnaire Format:

Name:

E-mail id:

Designation:

Phone number:

1. How long have you been working in the organization?

A) < 5 years B) 5-10 years C) 10-15 years C) 15-20 years

2. How do you feel about your job?

A) GOOD B) BAD C) NO IDEA

3. Do you think that you are suffering from depression due to stress?

A) YES B) NO C) NO IDEA

4. Do you worry about your colleague's opinion?

A) YES B) NO C) NO IDEA

5. Do you discuss your problem with your spouse or friend or any other close to you?

A) YES B) NO

6. Do you work more than 8 hours?

A) YES B) NO C) NO IDEA
69
7. You have an important function at your home and your boss asks to give 4 hours over
time, what will be your response?

A) YES B) NO C) NO IDEA
8. Do you have time to spend for entertainment to reduce stress?

A) YES B) NO C) NO IDEA

9. Is your social life balanced?

A) YES B) NO C) NO IDEA

10. Do you have time to plan your work before doing for reducing stress?

A) YES B) NO C) NO IDEA

11. Do you feel stress about the quality of your performance?

A) YES B) NO C) NO IDEA

12. Do you get stress at your non achievement of your target?

A) YES B) NO C) NO IDEA

13. Do you feeling stress some times?

A) YES B) NO C) NO IDEA

14. Do you get stressed when your boss scolds you?

A) YES B) NO C) NO IDEA

15. Do you try to find any solution for the problem of your stress?

A) YES B) NO C) NO IDEA

70
16. Are you stressed because of your family & office problems?

A) YES B) NO C) NO IDEA

17. Are you satisfied with the performance of your work?

A) HIGHLY SATISFIED B) SATISFIED C) NOT SATISFIED

18. Do you feel stress due to over load with our work?

A) YES B) NO C) NO IDEA

19. Do you have entertainment in your organization?

A) YES B) NO C) NO IDEA

20. If you are doing one work manager asked to do another work how do you feel?

A) YES B) NO C) NO IDEA

21. Do you satisfy with the superior relationship in reducing your stress?

A) HIGHLY SATISFIED B) SATISFIED C) NOT

SATISFIED

22.is management maintaining good communication with employees to reduce their stress?

A) YES B) NO C) NO IDEA

71