CHAPTER – I

INTRODUCTION

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 INTRODUCTION

Stress is basically the tension or anxiety caused by any sort of pressure in everyday life. The
ability to handle or minimize the physical and emotional effects of such anxiety is known as
one’s stress management skills.

The importance given to stress management skills in workplace can be guessed from the fact
that employers, in many countries, have been burdened with a legal responsibility of
recognizing as well as coping with the workplace stress in order to ensure good mental and
physical health of employees in organization.

Why is stress management important?

A certain level of stress is always present in any workplace. As soon as the level of stress
escalates to a point that it becomes dangerous for the well-being of the organization as well as
employees, stress management becomes important. It has the following benefits:

 Enables you to motivate employees better. Stressful situation can have a

devastating effect on the morale of employees, causing increased absenteeism and
employee turnover. However, good stress management skills help the morale of
employees to stay intact so that they are more motivated and better focused on their
jobs and performance.

 Reduced chances of workplace conflicts. Among many other factors contributing to

workplace conflicts such as differences in opinions, backgrounds and personalities,
the increased level of stress also plays a major role. It shatters the workplace
relationships, undermining the overall culture. However, effective stress management
skills prevent such distractions and builds teamwork, making everyone’s lives easier
and fun.

 Improves productivity even in stressful situations. Since the employee morale and
workplace relationships remain intact, stress management skills are considered to be
one of the major contributors to the improved productivity. With ideal stress
management skills, there will be lesser chances of customer complaints or poor
decision-making even in the most stressful circumstances.

SCOPE OF THE STUDY

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The scope of the study is to identify the stress of the employees at different levels face in the
organization and how much mentally they are fit to face this kind of stress. To learn the ways
the organization deals to handle the kind of stress the employees face. To know how the
organization gets affected due to the stress faced by the employees. The study also emphasis
on how employees get stressed and how they handle the stress and stay mentally fit.

NEED FOR THE STUDY

The need for the study is to understand the stress levels faced by the employees of Krishnaa
Bajaj by identifying the factors causing stress and how the organisation helps the employees
to overcome stress caused at workplace.

OBJECTIVES OF THE STUDY

1. Primary objective:

 To study about the stress among the employees of Krishnaa Bajaj with reference to
Pudukkottai Branch.

2. Secondary objectives:

 To identify the factors causing stress among the employees.

 To find out the level and kind of stress among the employees of different age groups.
 To study about the effects of stress on employees.
 To identify the coping strategies to manage stress.

LIMITATIONS TO THE STUDY

 The responses maybe biased, and the study is conducted only for 3 months’ time.
 The area of study is limited to Pudukkottai Branch employees of Krishnaa Bajaj.
 The sample size is limited to 100.

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 CHAPTER – II
BACKGROUND OF THE STUDY

4
 INDUSTRY PROFILE

Automobile industry, the business of producing and selling self-powered vehicles, including
passenger cars, trucks, farm equipment, and other commercial vehicles. By allowing
consumers to commute long distances for work, shopping, and entertainment, the auto
industry has encouraged the development of an extensive road system, made possible the
growth of suburbs and shopping centers around major cities, and played a key role in the
growth of ancillary industries, such as the oil and travel businesses. The auto industry has
become one of the largest purchasers of many key industrial products, such as steel. The large
number of people the industry employs has made it a key determinant of economic growth.

The Indian Automobile Industry is among the largest manufacturing industries in the world.
India emerged as the fourth largest exporter of passenger car after Japan, South Korea, and
Thailand.

The structure of the auto market has been changing at a faster pace along with the global
changes in the Industry. There are several global automobile companies who were averse to
come and invest in India ten years ago, now have kept India as a priority destination for their
investment. Along with the entry of multinational auto companies, the profile of domestic
auto companies too witnessed a structural change.

The stiff competition to access market prompted companies to go for different models with
differing qualities and efficiency. The market too expanded at a rapid pace with the entry of
soft financial assistance from several financial institutions to middle income households.
MNCs need to carefully plan their entry into emerging markets. Early commitment to a
market often results in first mover advantages that are difficult to replicate. On the other
hand, later entrants have the opportunity to learn from the mistakes of the first entrant.

The Indian automobile market offers useful lessons in this context. In the 1990s, the Indian
Government removed several restrictions in a bid to attract foreign investors into the
automobile industry. Among the first to enter was Daewoo of South Korea, with its model
Cielo, targeted at the upper end of the market. Other MNCs such as Ford and General Motors
also entered the Indian market, followed by Hyundai, Honda, Toyota, Volkswagen etc.

Most MNCs began their operations in India as joint ventures with local partners. Examples
include Suzuki, G.M, Ford, and Daewoo. With the exception of Suzuki, these joint ventures
5
have become fully owned subsidiaries of the foreign partners. In all these cases, the local
partners have just not had enough resources to chip in whenever the equity base has been
expanded. Consequently, the foreign partners have pumped in the additional capital and
raised their equity stakes. With the liberalization of the India economy, the Rs 18,500 crore
Indian car market is being opened up to foreign investors. Several companies are setting up or
have already set up operations in India to cater to the Indian market. There are several
strategies by which a foreign enterprise can set - up Indian operations. This module aims to
give the various entry options available to a foreign investor, especially for foreign direct
investment. This module does not deal with portfolio investments.

Broadly, entry strategies may be classified into two major types :-

1. A foreign investor may directly set up its operations in India through a branch office or a
representative office or liaison office or project office of the foreign Company ; or

2. It may do so through an Indian arm i.e., through a subsidiary company set - up in India
under Indian laws.

Generally, setting up operations through an Indian arm is advisable, especially if the quantum
of investment is huge.

The impact of India’s initiatives in economic liberalization and globalization (post 1991) is
most apparent in the automotive sector. Automotive industry is a key driver of economic
growth contributing around four to five percent to the Indian GDP. Introduction of reforms
and entry of international companies has intensified competition in the Indian automotive
sector.

This has resulted in the transformation of a seller’s market (created mainly due to the Indian
government’s protectionist policies) into a buyers-market. The changing structure of this
industry has posed many challenges and opportunities to the market participants.

Previously, Indian automotive market was characterized by weak air pollution regulations. In
addition, low labour cost of maintenance and the psyche of Indian consumer to delay the
discarding of the old vehicle reduced the scrap rate. All these factors resulted in prolonged
operational existence of vehicle on Indian roads.

The benefit of this practice is the comparatively higher revenues for automotive component
suppliers, due to increased demand in the aftermarket. But recent pronouncement of
Government of India to prohibit polluting vehicles in the National Capital Region (NCR) is

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likely to force the old polluting vehicles off road. This will reduce the average life span of
vehicles on road and the overall impact would be reduced per vehicle parts consumption.

Two wheelers generate the highest volumes and are more popular in rural and semi urban
markets primarily due to lower income levels and poor road conditions. Therefore, these
could be classified as entry-level vehicles. Within two-wheeler segments, progressively
mopeds are likely to be replaced by motorcycles. With the growth in the family income of
these rural and semi-urban buyers and the option of numerous used cars, it is expected that a
significant shift would take place from two wheelers (mainly scooters) to four wheelers.

Lucrative finance schemes have made the purchase of mid-sized cars really affordable. The
present owners of the small car are likely to graduate to mid-size cars mainly due to declining
importance of small car as status symbol and the marginal increment in repayment instalment
in the finance options.

Good performance of the economy has led to higher all-round growth leading to high GDP
growth of 8%. Excise duty reduction on passenger vehicles helped to reduce the ultimate
price to the customer. Brisk activities on infrastructural development will give a boost to the
automobile industry. Softening of interest rates and improved financing of second-hand
vehicles have made the purchasing of cars financially viable.

Availability of finance in rural and semi-urban areas have led the low-end customers to put
money in the purchase of vehicles. Emergence of India as a manufacturing hub for the
automobile industry is a good sign for the country’s future prospects.

The automotive industry performance is closely linked to industrial growth. It is hoped that
industrial growth would be around 7 per cent during the year 2003-04 as against around 6.5%
last year. Agriculture output during the year 2003-04 increased by over 10% as compared to
(-)3.2% in the previous year.

Today we are fourth largest economy (USD 2.5 trillion) in the world after USA, Japan, and
China in terms of purchasing power parity. The outlook for the year 2004-05 is promising
and it is expected that the current growth rates of GDP and industrial output will be
sustainable, which would ensure robust growth in the automotive sector.

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 COMPANY PROFILE
KRISHNAA BAJAJ
The Bajaj Group is amongst the top 10 business houses in India. Its footprint stretches over a
wide range of industries, spanning automobiles (two wheelers manufacturer and three
wheelers manufacturer), home appliances, lighting, iron and steel, insurance, travel, and
finance. The group's flagship company, Bajaj Auto, is ranked as the world's fourth largest
three and two-wheeler manufacturer and the Bajaj brand are well-known across several
countries in Latin America, Africa, Middle East, South and South East Asia. Founded in
1926, at the height of India's movement for independence from the British, the group has an
illustrious history. The integrity, dedication, resourcefulness, and determination to succeed
which are characteristic of the group today, are often traced back to its birth during those
days of relentless devotion to a common cause. Jamnalal Bajaj, founder of the group, was a
close confidant and disciple of Mahatma Gandhi. In fact, Gandhiji had adopted him as his
son.

This close relationship and his deep involvement in the independence movement did not
leave Jamnalal Bajaj with much time to spend on his newly launched business venture. We
are celebrating 125th Birth anniversary of Shri. Jamnalal Bajaj on 4th of November 2014.

His son, Kamalnayan Bajaj, then 27, took over the reins of business in 1942. He too was
close to Gandhiji and it was only after Independence in 1947, that he was able to give his full
attention to the business. Kamalnayan Bajaj not only consolidated the group, but also
diversified into various manufacturing activities.

The present Chairman of the group, Rahul Bajaj, took charge of the business in 1965. Under
his leadership, the turnover of the Bajaj Auto the flagship company has gone up from INR.72
million to INR. 120 billion, its product portfolio has expanded, and the brand has found a
global market. He is one of India’s most distinguished business leaders, bike manufacturer
India and internationally respected for his business acumen and entrepreneurial spirit.

In 2005, Rahul Bajaj's son Rajiv Bajaj stepped into the shoes of Managing Director of Bajaj
Auto and steered the organization to becoming a global automobile behemoth. He introduced
the Pulsar range of bikes, that revolutionised the two-wheeler market in India. The legacy of

8
our Auto Rickshaws has been soaring heights and display unparalleled market dominance
across any automobile segment.

In 2007, Bajaj Auto acquired a 14% stake in KTM that has since grown to 48%. This
partnership catalysed Bajaj Auto’s endeavour to democratise motorcycle racing in India.
Bajaj Auto today exclusively manufactures Duke range of KTM bikes and exports them
worldwide. In FY2018, KTM was the fastest growing motorcycle brand in the country

Bajaj Auto has also led the pioneering introduction of India’s first ever Quadricycle – Qute.
Bajaj Auto exports to 70+ countries and a significant share of revenues come from Exports.
This stands as a testament to the new brand image – The World’s Favourite Indian.

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 PRODUCT PROFILE

Bajaj bike price starts from Rs. 43,928. Bajaj offers 17 models in India with most popular
bikes being Pulsar 125, Chetak and Pulsar 150. Most expensive Bajaj bike is Dominar 400,
which is priced at Rs. 1,98,571.

Bajaj Motorcycles is one of the largest motorcycle manufacturers in India. Based out of Pune,
Bajaj has manufacturing plants in Chakan, Waluj in Maharashtra and Patnagar Uttarakhand.
Its oldest plant in Akurdi, Pune currently houses company’s corporate office and research &
development centre.

Famous for the Chetak scooter, Bajaj has moved its focus from manufacturing scooters to
only motorcycles. Bajaj auto currently sells a range of bike models under various brands like
Platina, Discover, Avenger, Pulsar and the recently launched V.

Bajaj Auto had acquired 14.5 per cent stake in KTM Power Sports. Under this acquisition,
KTM will provide the know-how for joint development of the new motorcycles and engines
and Bajaj will take over manufacturing and distribution of KTM products in India and export
these products globally. As of now, Bajaj holds 47.96 per cent stake in KTM.

Bajaj currently sells its products through two formats – Bajaj showrooms which sells all the
Bajaj bikes and Probiking showrooms, which sells bikes from KTM and Kawasaki. Bajaj
bikes in 2019 have captured a significant share of the Indian market owing to the innovations
they offer in an affordable price range.

Bajaj Price list (2021) in India:

BAJAJ BIKE MODEL EX-SHOWROOM PRICE (₹)

Bajaj Dominar 250 166551
Bajaj Dominar 400 198571
Bajaj Pulsar 125 72817
Bajaj Pulsar 150 94249
Bajaj Pulsar 180 109134
Bajaj Pulsar 180F 114218
Bajaj Pulsar 220F 124598
Bajaj Pulsar RS200 152699
Bajaj Pulsar NS160 110500

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Bajaj Pulsar NS200 132572
Bajaj Platina 100 52816
Bajaj Platina 110H - Gear 63957
Bajaj CT 100 45917
Bajaj CT 110 43958
Bajaj Avenger Street 160 102301
Bajaj Avenger Cruise 220 124110

ORGANISATIONAL STRUCTURE

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An organizational structure is a system that outlines how certain activities are directed in
order to achieve the goals of an organization. These activities can include rules, roles, and
responsibilities. The organizational structure also determines how information flows between
levels within the company.

Types of Organisational structure:

1. Line Organisation:

Line organisation is the simplest and oldest form of organisation structure. It is called as
military or departmental or scalar type of organization. Under this system, authority flows
directly and vertically from the top of the managerial hierarchy ‘down to different levels of
managers and subordinates and down to the operative level of workers.

Line organisation clearly identifies authority, responsibility, and accountability at each level.
The personnel in Line organization are directly involved in achieving the objectives of the
organization.

2. Line and Staff Organization:

This type of organization structure is in large enterprises. The functional specialists are added
to the line in line and staff organization. Mere, staff is basically advisory in nature and
usually does not possess any command authority over line managers. Allen has defined line
and staff organization as follows.

“Line functions are those which have direct responsibility for accomplishing the objectives of
the enterprises and staff refers to those elements of the organization that help the line to work
most effectively in accomplishing the primary objectives of the enterprises.”

In the line and staff organisation, staffs assist the line managers in their duties in order to
achieve the high performance. So, in an organization which has the production of textiles, the
production manager, marketing manager and the finance manager may be treated as line
executives, and the department headed by them may be called line departments. On the other
hand, the personnel manager who deal with the recruitment, training and placement of
workers, the quality control manager who ensure the quality of products and the public
relations manager are the executives who perform staff functions.

3. Functional Organisation:
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The functional organisation was evolved by F.W. Taylor while he was working as a foreman.
He suggested eight foremen, four in factory and four in planning division as under.

Factory Division:

(i) The gang boss,

(ii) The speed boss,

(iii) The inspector, and

(iv) The maintenance or repair boss.

Planning Division:

(i) Route Clerk,

(ii) Instruction card clerk,

(iii) Time and cost clerk, and

(iv) The shop disciplinarian.

He evolved his functional organisation system, which consists in “so dividing the work of
management that each man, from the assistant superintendent down, shall have as few
functions as possible to perform.”

According to Terry, “Functional organisation refers to the organisation which is divided into
a number of functions such as finance, production, sales, personnel, office and research and
development and each of functions are performed by an expert”. Line authority, staff
authority and functional authority as a third type of authority are in this type of organisation.

4. Project Organisation:

This organisational structure is temporarily formed for specific projects for a specific period
of time, for the project of achieving the goal of developing new product, the specialists from
different functional departments such as production, engineering, quality control, marketing
research etc., will be drawn to work together. These specialists go back to their respective
duties as soon as the project is completed.

Really, the project organisation is set-up with the object of overcoming the major weakness
of the functional organisation, such as absence of unity of command, delay in decision-
making, and lack of coordination.

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5. Matrix Organisation:

According to Stanley Davis and Paul Lawrence matrix organisation is “any organisation that
employs a multiple command system that includes not only the multiple command structure,
but also related support mechanism and an associated organisational culture and behaviour
pattern.”

A matrix organisation, also referred to as the “multiple command system” has two chains of
command. One chain of command is functional in which the flow of authority is vertical.

Branch
Manager

Finance Human
Sales Head Resources
Head Head

Executive Sales Associate Sales Senior Finance Junior Finance

Representative Representative Executive Executive

THEORIES RELATED TO STRESS MANAGEMENT

What is Stress?

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Stress is a biological term which refers to the consequences of the failure of a human or
animal body to respond appropriately to emotional or physical threats to the organism,
whether actual or imagined. It includes a state of alarm and adrenaline production, short-term
resistance as a coping mechanism, and exhaustion. It refers to the inability of a human or
animal body to respond. Common stress symptoms include irritability, muscular tension,
inability to concentrate and a variety of physical reactions, such as headaches and accelerated
heart rate.

Definition of Stress:

 According to Ivancevich and Matterson, “Stress is the interaction of the individual

with the environment. It is an adaptive response, mediated by individual differences
and/or psychological process; that is a consequence of any external (environmental)
action, situation or event, that places excessive psychological and/or physical
demands upon a person”

 According to Beehr and Newman, “Job stress is a condition arising from the

interaction of the people and their jobs and characterized by changes within people
that force them to deviate from their normal functioning.”

Nature of stress

Stress is neutral. It is not bad in and of itself. But when stress is created by undesirable
outcomes, it becomes Distress. On the other hand, if it is created by desirable and successful
effects it is called Eustress. Eustress is a healthy, positive, and developmental stress response.
It is primarily the Distress form of stress which requires examination and steps to cope with
it; because distress is generally associated with heart disease, alcoholism, drug abuse, marital
problems, absenteeism etc.

Stress is associated with Constraints and Demand. Constraints prevent an individual from

doing what he or she desires. If a person wants to buy something, but he does not have the
necessary cash, it is a constraint. Demands refer to the loss of something desired. If a person
wants to go and watch a movie, but he is unable to do so because of pressing official work, it
amounts to a demand. Both Constraints and Demands can lead to potential stress.

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Two conditions are necessary for potential stress to become actual stress. There must be

 uncertainty over the outcome, and

 outcome must be important.

Stress is usually very high when there is uncertainty over the outcome and the outcome is
very significant. Both these conditions are necessary. If there is no uncertainty but the
outcome is significant, there will not be any stress. On the other hand, if there is uncertainty,
but the outcome is not significant, there will again be no stress.

Stress is not simply anxiety. Stress may be accompanied by anxiety, but the two are not
synonymous. Anxiety is psychological and emotional whereas stress operates in the
physiological sphere also along with psychological sphere.

Stress should also be differentiated from nervous tension. Nervous tension may be a result
of stress. Stress is a subconscious action. Even unconscious people have exhibited stress,
whereas nervous tension is a conscious action. People may “bottled up” their emotions and
not reveal them through nervous tension.

The term “burnout” is also closely associated with stress. Some researchers contend that
burnout is a type of stress, but others treat it differently. Burnout is closely associated with
helping professions like nursing, education, and social work, it is characterized by emotional
exhaustion, depersonalisation, and diminished personal accomplishments. Even though,
technically, burnout is different from stress, these are generally used interchangeably.

Stress is highly individualistic in nature. Some people have high tolerance for stress and
thrive well in face of several stressors in the environment. In fact, some individuals will not
perform well unless they experience a level of stress which activates and energizes them to
put forth their best efforts. On the other hand, some people have very low level of tolerance
for stress, and they become paralyzed when they have to interface with routine everyday
factors that appear undesirable to them.

For every individual, there is an optimum level of stress under which he or she will perform
to full capacity. If the stress experienced is below this level, then the individual gets bored,
the motivational level to work reaches a low point and apathy sets in. If one operates in very
low stress environment and constantly experiences boredom, the person is likely to be
psychologically or physically withdrawn from work. Psychological withdrawal will result in
careless mistakes being frequently made, forgetfulness and absentmindedness. Physical

16
withdrawal will manifest itself in increased rate of tardiness and absenteeism which will
ultimately lead to turnover. On the other hand, the stressors in an individual’s environment
are too many or too intense, there effects on performance will again be adverse. Errors will
increase, bad decision will be made, and the individual will experience insomnia, stomach
problems and psychosomatic illnesses. Organisational performance and individual health are
at their peak at optimum levels of experienced stress. It is explained with the help of the
following figure :

STRESS LEVELS LOW STRESS OPTIMUM STRESS HIGH STRESS

Reactions Boredom/Apathy
Behaviours Low motivation,
Carelessness, Psychological
withdrawal, Physical
withdrawal, Inactivity
Performance Low performance
High Energy Exhaustion
High Motivation heightened Anxiety, Nervousness
perception High involvement Indecisiveness
High performance Poor performance

Health effects Dull health Good health Insomnia psychosomatic

illnesses

Signs

Stress can be short-term or long-term. Both can lead to a variety of symptoms, but chronic
stress can take a serious toll on the body over time and have long-lasting health effects.

Some common signs of stress include:

Changes in mood

 Clammy or sweaty palms

 Decreased sex drive

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  Diarrhoea

 Difficulty sleeping

 Digestive problems

 Dizziness

 Feeling anxious

 Frequent sickness

 Grinding teeth

 Headaches

 Low energy

 Muscle tension, especially in the neck and shoulders

 Physical aches and pains

 Racing heartbeat

 Trembling

Identifying Stress

Stress is not always easy to recognize, but there are some ways to identify some signs that
you might be experiencing too much pressure. Sometimes stress can come from an obvious
source, but sometimes even small daily stresses from work, school, family, and friends can
take a toll on your mind and body.

If you think stress might be affecting you, there are a few things you can watch for:

 Psychological signs such as difficulty concentrating, worrying, anxiety, and trouble

remembering

 Emotional signs such as being angry, irritated, moody, or frustrated

 Physical signs such as high blood pressure, changes in weight, frequent colds or

infections, and changes in the menstrual cycle and libido

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  Behavioral signs such as poor self-care, not having time for the things you enjoy, or
relying on drugs and alcohol to cope

Causes

There are many different things in life that can cause stress. Some of the main sources of
stress include work, finances, relationships, parenting, and day-to-day inconveniences.

Stress can trigger the body’s response to a perceived threat or danger, known as the fight-or-
flight response. During this reaction, certain hormones like adrenaline and cortisol are
released. This speeds the heart rate, slows digestion, shunts blood flow to major muscle
groups, and changes various other autonomic nervous functions, giving the body a burst of
energy and strength.

Originally named for its ability to enable us to physically fight or run away when faced with
danger, the fight-or-flight response is now activated in situations where neither response is
appropriate—like in traffic or during a stressful day at work.

When the perceived threat is gone, systems are designed to return to normal function via
the relaxation response. But in cases of chronic stress, the relaxation response doesn't occur
often enough, and being in a near-constant state of fight-or-flight can cause damage to the
body.

Stress can also lead to some unhealthy habits that have a negative impact on your health. For
example, many people cope with stress by eating too much or by smoking. These unhealthy
habits damage the body and create bigger problems in the long-term.

Types of Stress

Not all types of stress are harmful or even negative. Some of the different types of stress that
you might experience include:

 Acute stress: Acute stress is a very short-term type of stress that can either be
positive or more distressing; this is the type of stress we most often encounter in day-
to-day life.

 Chronic stress: Chronic stress is stress that seems never-ending and inescapable, like
the stress of a bad marriage or an extremely taxing job; chronic stress can also stem
from traumatic experiences and childhood trauma.

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  Episodic acute stress: Episodic acute stress is acute stress that seems to run rampant
and be a way of life, creating a life of ongoing distress.

 Eustress: Eustress is fun and exciting. It's known as a positive type of stress that can
keep you energized. It's associated with surges of adrenaline, such as when you are
skiing or racing to meet a deadline. 

Impact of Stress

The connection between your mind and body is apparent when you examine the impact stress
has on your life.

Feeling stressed out over a relationship, money, or your living situation can create physical
health issues. The inverse is also true. Health problems, whether you're dealing with high
blood pressure or you have diabetes, will also affect your stress level and your mental health.
When your brain experiences high degrees of stress, your body reacts accordingly.

Serious acute stress, like being involved in a natural disaster or getting into a verbal
altercation, can trigger heart attacks, arrhythmias, and even sudden death. However, this
happens mostly in individuals who already have heart disease.

Stress also takes an emotional toll. While some stress may produce feelings of mild anxiety
or frustration, prolonged stress can also lead to burnout, anxiety disorders, and depression.

Chronic stress can have a serious impact on your health as well. If you experience chronic
stress, your autonomic nervous system will be overactive, which is likely to damage your
body.

Advantages of Stress Management in the Workplace

 Strong company culture: Employees have a major role in a company’s culture.

Healthier employees operating under manageable levels of stress will be happier and
more positive, helping to maintain a strong, healthy workplace culture that’s
conducive to creativity and productivity.

 Less sick days: Stress is one of the leading causes of absenteeism in the workplace.
Not only will less stress in the workplace result in less “mental health days,” but it

20
 will also reduce the amount of sick days taken by employees due to a weakened
immune system as a result of excessive stress.

 Employee retention & talent acquisition: Employees who aren’t overly stressed are
much more likely to stick around, and prospective employees are much more likely to
work for an employer that promotes a low-stress work environment and takes the
initiative to help keep their employees healthy.

 It shows you care: Actively working to reduce stress through measures like stress
management programs and policy shows that you care about your employees and their
health and happiness.

Stress Management Techniques in Workplace:

There are several stress management techniques that can work for your business. View a few
of the ideas below.

Address Known Issues

For starters, if you know there’s an issue that’s creating stress, find a way to fix it. This isn’t
always easy, but it’s important. If you don’t do what you can to give your employees a
healthy, low-stress work environment, you’re going to suffer from low productivity and will
be training new employees sooner than later.

Training Programs

Being trained to implement is a strategic place to start, and it also helps you and your
organization prioritize stress management as an ongoing initiative. WELCOA offers
advanced training courses, such as Jim Porter’s “Stress Prevention in Six Steps” to equip
leadership and individuals at your company with effective stress management strategies.

Wellness Programs & Initiatives

Wellness programs have countless benefits for businesses. One of the benefits is reduced
stress around the office. Our stress incentive campaign, In Tune: Take Charge Of Your
Stress, is a campaign designed to help individuals respond to common stressors, such as work
deadlines or traffic congestion that are always going to be part of life.

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Stress-related programs aren’t the only way to help relieve stress around the office, though.
Exercise is proven to help reduce stress, so a health initiative like On the Move is a great way
to help employees start making healthier decisions that can reduce stress.

REVIEW OF LIETRATURE

Rajathi, et al– 2020:

Stress is an inevitable factor in everyone’s life. Many individuals spend half of their lives in
business related exercises. Working in association gives people life counting pay yet in
addition applies pressure on them. This can have pessimistic ramifications for accomplishing
the objectives of the association and addressing the necessities of the people. Right now, the
board of workers in TVS Private limited is studied. Well organised questionnaire is
appropriated among the employees to gather essential information. Segment profiles and
stress factors are breaking down utilizing chi-square test. The study gives that there is a
critical contrast among gender and stress factors and there is no huge difference between age,
job experience, marital status, income, and stress factors.

Deshpande, Sahana – 2017:

A man’s life today faces all sorts of challenges and obstacles that hamper his normal
functioning and most of the time his pressure/stress is too hard to handle. When we are
expected to meet the changing demands, we undergo stress. Studies show that stress is a
negative state of mind and since state of mind is changeable, stress is controllable. By
adopting various stress management techniques and knowing exactly where the stress is
coming form can release stress to a greater extent and give a sort of comfort and boost
confidence. In the proceeding article the causes of stress and stress controlling techniques are
elaborated clearly. In today’s competitive world, tension and stress have become a part of a
great concern for people. Many stress techniques have been put forth and some have
succeeded, and some have failed. However, before implementing the stress control
techniques are necessary. Stress is a strain, force, tension, emphasis, difficulty, breakdown,
anxiety, or depression. ‘Stress’ is what you feel when you have to handle more than you are
used to. When one is stressed, one’s bodies react as through one is in danger. “Stress
management” is simply the provision of ‘stress coping’ techniques, to enable a person fight
against stress. Stress management is effective when person utilized strategies to cope with or
alter stressful situation. Stress depends upon your personal view of the stressor and can be
22
both a positive and negative factor in your life. It is your reaction to the events, which
determine whether the outcome is positive/ negative. Your capacities determine the results
stress is a demand made upon physical capacities. When your capacities for handling stress
are strong and healthy, the outcome is positive. When you look the ability to handle the
demands, the outcome is negative.

K. Saravanan & K. Muthu Lakshmi – 2019:

This paper examines the level of stress management among nationalized bank employees,
Nagapattinam District. Further, this study explores the level of effect personal factors on
stress management. The stress management is measured by using the different dimension of
respectful and responsible behavior, managing, and communicating work, managing
individual in a team, and managing difficult situations. Stress can be defined as a reaction to a
stimulus that disturbs our mental balance. It has its existence in everybody’s life nowadays.
Stress refers to the strain from the conflict between our external environment, leading to
emotional and physical pressure. Stress can’t be avoidable, but one can learn how to manage
it. Stress management scale was developed by Dr. Vandana Kaushik and Dr. Namrata Arora
Charpe. Sample bank employees were selected by using simple random sampling method
because of easy accessibility and affordability analysed by using statistical package of social
sciences(SPSS).

Devika. R – 2017

Stress is a universal phenomenon that essentially changes itself in human as a result of

pressure emanating from several experiences or challenging situation. Due to the nature of
the company, stress becomes an issue of concern. The study focuses on identifying the
sources of stress among employees, assessing the impact of stress on the productivity and
individual employees, and examining the ways of effectively managing stress among
employees. to achieve these objectives data were collected from 50 employees. Based on
findings it was found that Conflict in work place, losing of interest in job, lack of
concentration, frustration, inability to attain target are the main impact of stress on
productivity and an individual employees. It was therefore recommended that employees
should have a self-esteem and self-control, attend training and development programs ,
integration of work, delegation of work so as to able to cope up with stress.

23
G. P. Zenani Sri – 2019:

Stress is the psychological and physiological response that takes position when one perceives
an imbalance in the degree of demand placed on the capacity to fulfil that demand on
contributors. The following goals of the gain knowledge of are (1) To learn the style and
level of stress confronted by means of working women within the learn discipline (2) To
identify the sources of stress of working women (3) To identify the have an impact on of
stress of working women (4) To establish the physical reaction faced by means of the
working women because of excessive degree of stress. This study falls under descriptive
research and consequently descriptive research design used to adopted. The info gathered
from the predominated sources. Non likelihood convenience sampling method was once used
to choose a pattern of 300 working women among the many working women of
Tiruchirapalli city. The following tools have been employed to analyze the data like (a)
percentage evaluation (b) ANOVA. In the end this gain knowledge of concluded that the
know-how science supported and rapid developing work atmosphere, stress is an inevitable
one. Working women populace has additionally in the development stage. Working women
face stress in managing their individual life with work existence.

B. Kishori & B. Vinothini – 2016

Stress refers to the strain appear the conflict between our external environment and us,
leading to emotional and physical pressure. Everyone in their working atmosphere is exposed
to tension and anxiety as they get through the duties assigned to them. This paper seeks to
determine the impact of various constituents of occupational work stress on the employees of
banking sector. The present study is confined only to State Bank of India, main branch,
Tiruchirappalli. A sample of 250 employees was considered. Random convenient sampling
was used. It was found from the results because of long time working hours, role of conflict
and political pressure there is high degree of occupational work stress amongst the private
and public sector bank employees.

Muhammad Shadab, et al - 2016

24
This paper is intended to determine the impact of stress on job performance of the employees.
It is based on empirical research conducted on 100 employees of 10 Textiles of Karachi. The
data was collected through questionnaires based on close-ended questions. The results
obtained from the data revealed that workload, stress, and inadequate monitory reward are the
prime reasons to influence on employee job performance. Thus, it is recommended that
employer should reduce the level of stress to get maximum output from employee, provide
adequate monetary benefits according to their work and educate employees by providing
trainings and counselling to achieve goals and objectives and to be satisfied with their job.

Goutam Loveneesh & Neha Kumari – 2021:

Stress has become and inevitable part of our everyday life. According to 2019 Cigna 360
Well-Being Survey, 89% of India’s population is suffering from stress. And nearly 75% of
them are not comfortable to discuss their problems with the medical professionals because of
mainly cost issue. The survey also revealed that the major cause of stress among people in
India were their financial problems and work issues. The term stress can be defined as any
type of change that causes physical, emotional, or psychological strain. It is a reaction that
people experience due to excessive pressures or demand put on them. It arises when an
individual is unable to cope with the problems or situation. Stress may have multiple
implications on the individuals and on the organization where he works. And if not properly
manage, excess stress may cause harm to individual physically, mentally, and behaviourally.
Gradually, this would also affect the organization in terms of productivity, employee
turnover, cost etc. Managing stress has become very important for both individuals as well as
the organization. The present study is an attempt to study the techniques used by the various
organization in India for managing employees’ stress. ()

Samba Siva Rao Aradyula, Dr. JNG. Srinivas – 2021:

In the present study we analyze the employees’ perception towards coping measures adopted
by firms in software industry. The considered coping constructs adopted for the study in
stress abatement are Venting of Emotions, Problem Focused, Seeking Information and
emotional support, Positive Emotion-Focused, were, employee perception was acquired by a
systematic survey. A total sample of 800 employees’ perceptions have been collected through
simple random technique and out of which survey respondents, irregular responses are

25
eliminated finally 756 samples are determined for statistical analysis. Chi-square test was
performed to determine the association between perceptions and model constructs. Results
are reported and discussions are made as per the results and in correlation between results of
previous literature. Finally, suggestions and future indication for extension of the study are
proposed.

Babu, et al – 2018

Stress is an all-inclusive wonder that basically shows itself in human because of weight
exuding from a few encounters or testing circumstance. Because of the idea of the
development business which grasps an extensive variety of inexactly coordinated exercises,
push turns into an issue of concern. This examination work centres around recognising the
wellsprings of worry among development experts, evaluating the effect of weight on the
efficiency of experts, and inspecting methods for viably overseeing feeling of anxiety among
development experts. To accomplish these goals, 100 were managed to experts in the
development business out which 70 were returned and reasonable for investigation. Utilising
distinct measurable examination instrument on the information acquired demonstrates that
lacking money/assets, staff deficiency, and clashing parts positioned most astounding as the
principle wellsprings of stress. Postponement in work fulfilment, disintegration of energy of
association and arranging, increment in mistake rate amid manipulative and intellectual
assignment, wretchedness and feeling of vulnerability and over affect ability are the
significant effect of weight on the profitability of experts. Keeping in mind the end goal to
limit pressure, appointing some work, share load with partners, leave and time off work with
family and loved ones, and also decreasing work extra time positioned most noteworthy as
procedures for stretch administration. In light of the discoveries, it was inferred that pressure
greatly affects the experts and along these lines influences the level of efficiency. It was
along these lines prescribed that experts should show restraint and great confidence;
participate in ceaseless expert improvement on abilities for better association, joining of work
inside indicated venture limitations and designation of task, specialist, and breaking work into
sensible parts in order to have the capacity to pressure.

26
 CHAPTER – III
RESEARCH METHODOLOY

27
Research is a systematic inquiry to describe, explain, predict, and control the observed
phenomenon.

Research comprises defining and redefining problems, formulating hypothesis or suggested

solutions, collecting, organizing, and evaluating data; making deduction and reaching
conclusions to determine whether they fit the formulating hypothesis.

The quality and reliability of research study is dependent on the information collected in a
scientific and methodological manner. Scientific planning of designing of research method is
a blueprint for any research study. Therefore, proper time and attention should be given in
designing the plan of research. While proper definition of problem tells the researcher where
he has to go, proper design tells him how he should go. Selection of methodology for a
particular project is made easy by sorting out a number of alternative approaches, each of
them having its own advantage and disadvantages. Efficient design is that which ensure that
the relevant data are collected accurately.

The researcher has to think about what procedure and techniques should be adopted in the
study. He should arrive at the final choice by seeing that the methodology chosen for project
is indeed the best one, when compared with others.

RESEARCH DESIGN

Research design is the first and foremost step in methodology adopted and undertaking
research study. It is overall plan for the collection and analysis of data in the research project.
Thus, it is an organized, systematic approach to be the formulation, implementation, and
control of research project. In fact, a well-planned and well-balanced research design guards
against collection of irrelevant data and achieves the result in the best possible way. This
research design focuses attention on the following.

a. Formulation of the objectives

b. Identification of the methods of data collection
c. Selecting a valid sample using suitable sampling technique
d. Collection of data by using a reliable instrument
e. Analysis and Interpretation of the data
f. Preparation of a detailed report.
The study uses descriptive research to understand the employees stress of Krishnaa Baja and
the study uses survey method.
28
DESCRIPTIVE RESEARCH
Descriptive research includes surveys, fact findings enquiries of different kinds. The major
purpose of this research is description of the state of affairs, as it exists at present. The main
character of this method is that the researcher has no control over the variables; he can only
report what has happened or what is happening. It also includes attempts by researchers to
discover causes even when they cannot control the variables. The method is of research
utilized in descriptive research is survey method of all kinds including comparative and co-
relational methods.

SAMPLE UNIT

The sampling units used by the researcher for this research, are employees of Krishnaa Bajaj.

POPULATION SIZE

The population size of Krishnaa Bajaj is more than 9000 employees.

SAMPLE SIZE

The sample size considered for this study is 100.

SAMPLE DESIGN

This study uses the non- probability sampling technique under which the researcher used is
Convenient Sampling.

CONVENIENCE SAMPLING

Convenience sampling is a type of nonprobability sampling in which people are sampled

simply because they are "convenient" sources of data for researchers. In probability sampling,
each element in the population has a known nonzero chance of being selected through the use
of a random selection procedure.

29
DATA COLLECTION

There are two main sources for collecting data. These are:-

1. Primary Data.

Primary Data means original data that has been collected from the original source first in
hand specially for this purpose. The primary data used for the study is a Structured Survey
Questionnaire.

2. Secondary Data.

Secondary data is the one which is collected by someone else and already used in some or the
other form. The secondary data sources referred for the study include webpages on Stress
Management, Company Website https://www.bajajauto.com/ - and journals on Stress
Management.

RESEARCH AREA

The study was conducted with the employees of Krishnaa Bajaj with reference to Pudukkottai
Branch, Aranthangi.

30
 CHAPTER – IV

ANALYSIS OF DATA

31
 HYPOTHESIS

STATISTICAL TOOLS FOR DATA ANALYSIS

The data has been mainly analysed by using the following rudimentary methods and tests.

1. Percentage Analysis

2. Friedman Ranking Test

3. Pearson Chi-Square Test

4. T - test

32
 PECENTAGE ANALYSIS
Percentage analysis can be calculated as follows

First the frequency (i.e) number of responses is noted in tabular form, and then the percentage
is calculated by dividing the frequency by total number of respondents multiplied by 100.
Then the values are noted in column as valid percent. Graphical Analysis is done after the
percentage analysis. Bar charts and pie charts are used to represent the percentage obtained.

Percentage = Number of respondents x 100

Total Number of respondents

33
 TABLE – 4.1

Table showing Age of the respondents

AGE (in years) FREQUENCY PERCENTAGE

Below 20 Years 9 9

20 - 30 39 39

30 – 40 26 26

40 – 50 16 16

50 – 60 6 6

Above 60 4 4

TOTAL 100 100

Source: Primary Data

Table 4.1 shows that 39% of respondents belong to 20-30 years of age, 26% respondents
belong to 30-40 years of age, 16% respondents belong to 40-50 years of age, 9% belong to
below 20 years of age, 6% respondents belong to 50-60 years of age and 4% belong to above
60 years of age.

34
 CHART – 4.1

CHART SHOWING AGE OF THE RESPONDENTS

35
 TABLE – 4.2

Table showing Gender of the respondents

AGE (in years) FREQUENCY PERCENTAGE

Male 73 73

Female 27 27

TOTAL 100 100

Source: Primary Data

Table 4.2 shows that 73% of respondents are male and 27% of respondents are female.

36
 CHART – 4.2

CHART SHOWING GENDER OF THE RESPONDENTS

37
 TABLE – 4.3

Table showing Gender of the respondents

GENDER FREQUENCY PERCENTAGE

Single 45 45

Married 55 55

TOTAL 100 100

Source: Primary Data

Table 4.3 shows that 45% of respondents are single and 55% of respondents are married.

38
 CHART – 4.3

CHART SHOWING GENDER OF THE RESPONDENTS

39
 TABLE – 4.4

Table showing Educational Qualification of the respondents

EDUCATIONAL
FREQUENCY PERCENTAGE
QUALIFICATION

Higher Secondary 24 24

Graduate 25 25

Post Graduate 26 26

Professional
25 25
Qualification

TOTAL 100 100

Source: Primary Data

Table 4.4 shows that 24% of respondents have completed higher secondary, 25% respondents
are graduate and are professionally qualified and 26% of respondents are post graduates.

40
 CHART – 4.4

CHART SHOWING EDUCATIONAL QUALIFICATION OF THE

RESPONDENTS

41
 TABLE – 4.5

Table showing Monthly Income of the respondents

MONTHLY INCOME FREQUENCY PERCENTAGE

Less than Rs. 20,000 38 38

Rs. 20,000 - 30,000 23 23

Rs. 30,000 - 40,000 18 18

Rs. 40,000 - 50,000 12 12

Above Rs. 50,000 9 9

TOTAL 100 100

Source: Primary Data

Table 4.5 shows that 38% of respondents have less than Rs. 20,000 monthly income, 23%
have Rs. 20,000 -30,000 as monthly income, 18% have Rs. 30,000 – 40,000 monthly income,
12% have Rs. 40,000 – 50,000 as monthly income and 9% respondents have more than Rs.
50,000 as monthly income.

42
 CHART – 4.5

CHART SHOWING EDUCATIONAL QUALIFICATION OF THE

RESPONDENTS

43
 TABLE – 4.6

Table showing Years of experience of the respondents

YEARS OF
FREQUENCY PERCENTAGE
EXPERIENCE

0-1 Year 28 28

1-5 Years 33 33

5-10 Years 14 14

More than 10 Years 25 25

TOTAL 100 100

Source: Primary Data

Table 4.6 shows that 28% of respondents have 0-1 Year of experience, 33% have 1-5 Year of
experience, 14% have 5-10 year of experience and 25% have more than 10 year of
experience.

44
 CHART – 4.6

CHART SHOWING YEARS OF EXPERIENCE OF THE

RESPONDENTS

45
 TABLE – 4.7

Table showing Nature of Job of the respondents

NATURE OF JOB FREQUENCY PERCENTAGE

Permanent 69 69

Temporary 31 31

TOTAL 100 100

Source: Primary Data

Table 4.7 shows that 69% of respondents have permanent job and 31% of respondents have
temporary job.

46
 CHART – 4.7

CHART SHOWING NATURE OF JOB OF THE RESPONDENTS

47
 TABLE – 4.8

Table showing Causes of Stress at workplace

CAUSES OF STRESS AT
FREQUENCY PERCENTAGE
WORKPLACE

Over Workload 17 17

Job Insecurity 5 5

Salary Package 22 22

Conflicts at Workplace 19 19

Management Policies 8 8

Lack of Career Progression 16 16

Unrecognized Performance 13 13

TOTAL 100 100

Source: Primary Data

Table 4.8 shows that 17% have over workload, 5% have job insecurity, 22% have issues in
salary package, 19% have conflicts at workplace, 8% have issues with management policies,
16% have lack of career progression, and 13% feel that their performance is unrecognized.

48
 CHART – 4.8

CHART SHOWING CAUSES OF STRESS AT WORKPLACE

49
 TABLE – 4.9

Table showing Supportive Work Culture

SUPPORTIVE
FREQUENCY PERCENTAGE
WORKCULTURE

Mostly 71 71

Rarely 29 29

TOTAL 100 100

Source: Primary Data

Table 4.9 shows that 71% of respondents have supportive work culture and 29% of
respondents do not have supportive work culture.

50
 CHART – 4.9

CHART SHOWING SUPPORTIVE WORK CULTURE

51
 TABLE – 4.10

Table showing Leave taken by respondents in past 12 months

LEAVE TAKEN BY EMPLOYEES

FREQUENCY PERCENTAGE
IN PAST 12 MONTHS

Yes 60 60

No 40 40

TOTAL 100 100

Source: Primary Data

Table 4.10 shows that6 60% of respondents have taken leave during the past 12 months and
40% of respondents gave not taken leave during the past 12 months.

52
 CHART – 4.10

CHART SHOWING LEAVE TAKEN BY RESPONDENTS IN PAST 12

MONTHS

53
 TABLE – 4.11

Table showing Average Working Hours of the respondents

AVERAGE
FREQUENCY PERCENTAGE
WORKING HOURS

40-50 33 33

50-60 30 30

Above 60 37 37

TOTAL 100 100

Source: Primary Data

Table 4.11 shows that 33% respondents work for 40-50 hours on an average, 30% work for
50-60 hours on an average and 37% of the respondents work for more than 60 hours on an
average.

54
 CHART – 4.11

CHART SHOWING AVERAGE WORKING HOURS OF THE

RESPONDENTS

55
 PEARSON CHI-SQUARE TEST

The Chi-Square test is one of the simplest and most widely used non-parametric tests in
statistical works. This test was first used by Karl Pearson in the year 1990. The quantity Chi-
Square describes the magnitude of the discrepancy between theory and observation.

Karl Pearson developed a test for testing the significance of discrepancy between the
experimental values and the theoretical values obtained under some theory or hypothesis.

The table value for this degree of freedom is seen using 5% or 1% of significance level. If the
calculated Chi-Square value is less than the table value of Chi-Square, hypothesis is accepted
or otherwise rejected.

χ 2 = (O – E)2

O – Observed Frequency

E – Expected Frequency

DOF – Degree Of Freedom

DOF = (r-1)(c-1)

R – Row

C – Column

It is the sum of squared difference between observed (O), the expected (e) data or deviation
(d) ÷ expected data in all possible categories.

56
 CHI-SQUARE TEST ASSOCIATION BETWEEN YEARS OF
EXPERIENCE AND AVERAGE WORKING HOURS OF EMPLOYEES

H0: There is no association between years of experience and average working hours of
employees.

H1: There is an association between years of experience and average working hours of
employees.

TABLE 4.12

YEARS OF EXPERIENCE * AVERAGE WORKING HOURS Crosstabulation

AVERAGE WORKING HOURS
Above Total
40-50 50-60
60
Count 16 6 6 28
% within YEARS OF 100.0
57.1% 21.4% 21.4%
EXPERIENCE %
0-1 years
% within AVERAGE
48.5% 20.0% 16.2% 28.0%
WORKING HOURS
% of Total 16.0% 6.0% 6.0% 28.0%
Count 9 14 10 33
% within YEARS OF 100.0
27.3% 42.4% 30.3%
EXPERIENCE %
1-5 years
% within AVERAGE
27.3% 46.7% 27.0% 33.0%
WORKING HOURS
YEARS OF
% of Total 9.0% 14.0% 10.0% 33.0%
EXPERIENC
Count 2 4 8 14
E
% within YEARS OF 100.0
14.3% 28.6% 57.1%
EXPERIENCE %
5-10 years
% within AVERAGE
6.1% 13.3% 21.6% 14.0%
WORKING HOURS
% of Total 2.0% 4.0% 8.0% 14.0%
Count 6 6 13 25
% within YEARS OF 100.0
24.0% 24.0% 52.0%
More than 10 EXPERIENCE %
years % within AVERAGE
18.2% 20.0% 35.1% 25.0%
WORKING HOURS
% of Total 6.0% 6.0% 13.0% 25.0%
Total Count 33 30 37 100

57
 % within YEARS OF 100.0
33.0% 30.0% 37.0%
EXPERIENCE %
% within AVERAGE 100.0 100.0
100.0% 100.0%
WORKING HOURS % %
100.0
% of Total 33.0% 30.0% 37.0%
%

Chi-Square Tests
Asymptotic
Value df Significance
(2-sided)
Pearson Chi-Square 15.357a 6 .018
Likelihood Ratio 14.820 6 .022
Linear-by-Linear
8.960 1 .003
Association
N of Valid Cases 100
a. 2 cells (16.7%) have expected count less than 5. The minimum
expected count is 4.20.

58
INFERENCE

Since, the asymptotic significance of the Pearson chi-square value is .018 which is less than
0.05 there exists a significant relationship between years of experience and average working
hours of employees. Therefore, the alternate hypothesis is accepted.

From the above tables and chart, it is found that respondents who have 0-1 years have an
average working hour of 40-60 hours and those with more than 10 years of experience work
for more than 60 hours on an average.

59
CHI-SQUARE TEST ASSOCIATION BETWEEN MARITAL STATUS AND
AVERAGE WORKING HOURS

H0: There is no association between marital status and average working hours of employees.

H1: There is an association between marital status and average working hours of employees.

TABLE 4.13

MARITAL STATUS * AVERAGE WORKING HOURS Crosstabulation

AVERAGE WORKING HOURS
Above Total
40-50 50-60
60
Count 21 14 10 45
% within MARITAL
46.7% 31.1% 22.2% 100.0%
STATUS
Single
% within AVERAGE
63.6% 46.7% 27.0% 45.0%
WORKING HOURS
MARITAL % of Total 21.0% 14.0% 10.0% 45.0%
STATUS Count 12 16 27 55
% within MARITAL
21.8% 29.1% 49.1% 100.0%
Marrie STATUS
d % within AVERAGE
36.4% 53.3% 73.0% 55.0%
WORKING HOURS
% of Total 12.0% 16.0% 27.0% 55.0%
Count 33 30 37 100
% within MARITAL
33.0% 30.0% 37.0% 100.0%
STATUS
Total
% within AVERAGE
100.0% 100.0% 100.0% 100.0%
WORKING HOURS
% of Total 33.0% 30.0% 37.0% 100.0%

60
 Chi-Square Tests
Asymptotic
Value df Significance (2-
sided)
a
Pearson Chi-Square 9.494 2 .009
Likelihood Ratio 9.730 2 .008
Linear-by-Linear
9.384 1 .002
Association
N of Valid Cases 100
a. 0 cells (0.0%) have expected count less than 5. The minimum
expected count is 13.50.

61
INFERENCE

Since, the asymptotic significance of the Pearson chi-square value is .009 which is less than
0.05 there exists a significant association between marital status and average working hours
of employees. Therefore, the alternate hypothesis is accepted.

From the above tables and chart, it is found that respondents who are married have an
average working hour of more than 60 hours and those who are single work for 40-60 hours
on an average.

62
 CHI-SQUARE TEST ASSOCIATION BETWEEN AGE AND CAUSES OF
STRESS AT WORK PLACE

H0: There is no association between age and causes of stress at work place.

H1: There is an association between age and causes of stress at work place.

TABLE 4.14

AGE * CAUSES OF STRESS AT WORKPLACE Crosstabulation

CAUSES OF STRESS AT WORKPLACE Total

  over job lack of

salary conflicts at management unrecognised
workloa insecurit career
package workplace policies performance
d y progression

Count 4 1 3 1 0 0 0 9

% within AGE 44.4% 11.1% 33.3% 11.1% 0.0% 0.0% 0.0% 100.0%

Below % within
20 CAUSES OF
23.5% 20.0% 13.6% 5.3% 0.0% 0.0% 0.0% 9.0%
STRESS AT
WORKPLACE

% of Total 4.0% 1.0% 3.0% 1.0% 0.0% 0.0% 0.0% 9.0%

Count 9 3 9 5 4 5 4 39

% within AGE 23.1% 7.7% 23.1% 12.8% 10.3% 12.8% 10.3% 100.0%

20 - 30 % within
CAUSES OF
52.9% 60.0% 40.9% 26.3% 50.0% 31.3% 30.8% 39.0%
STRESS AT
WORKPLACE

% of Total 9.0% 3.0% 9.0% 5.0% 4.0% 5.0% 4.0% 39.0%

Count 1 0 2 12 3 3 5 26
AGE
% within AGE 3.8% 0.0% 7.7% 46.2% 11.5% 11.5% 19.2% 100.0%

30 - 40 % within
CAUSES OF
5.9% 0.0% 9.1% 63.2% 37.5% 18.8% 38.5% 26.0%
STRESS AT
WORKPLACE

% of Total 1.0% 0.0% 2.0% 12.0% 3.0% 3.0% 5.0% 26.0%

Count 3 1 5 0 1 4 2 16

% within AGE 18.8% 6.3% 31.3% 0.0% 6.3% 25.0% 12.5% 100.0%

40 - 50 % within
CAUSES OF
17.6% 20.0% 22.7% 0.0% 12.5% 25.0% 15.4% 16.0%
STRESS AT
WORKPLACE

% of Total 3.0% 1.0% 5.0% 0.0% 1.0% 4.0% 2.0% 16.0%

Count 0 0 2 1 0 2 1 6
50 -60
% within AGE 0.0% 0.0% 33.3% 16.7% 0.0% 33.3% 16.7% 100.0%

63
 % within
CAUSES OF
0.0% 0.0% 9.1% 5.3% 0.0% 12.5% 7.7% 6.0%
STRESS AT
WORKPLACE

% of Total 0.0% 0.0% 2.0% 1.0% 0.0% 2.0% 1.0% 6.0%

Count 0 0 1 0 0 2 1 4

% within AGE 0.0% 0.0% 25.0% 0.0% 0.0% 50.0% 25.0% 100.0%

Above % within
60 CAUSES OF
0.0% 0.0% 4.5% 0.0% 0.0% 12.5% 7.7% 4.0%
STRESS AT
WORKPLACE

% of Total 0.0% 0.0% 1.0% 0.0% 0.0% 2.0% 1.0% 4.0%

Count 17 5 22 19 8 16 13 100

% within AGE 17.0% 5.0% 22.0% 19.0% 8.0% 16.0% 13.0% 100.0%

Total % within
CAUSES OF
100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%
STRESS AT
WORKPLACE

% of Total 17.0% 5.0% 22.0% 19.0% 8.0% 16.0% 13.0% 100.0%

Chi-Square Tests
Asymptotic
Significance
Value df (2-sided)
Pearson Chi-Square 42.991a 30 .049
Likelihood Ratio 50.288 30 .012
Linear-by-Linear
10.143 1 .001
Association
N of Valid Cases 100
a. 36 cells (85.7%) have expected count less than 5. The minimum
expected count is .20.

64
INFERENCE

Since, the asymptotic significance of the Pearson chi-square value is .049 which is less than
0.05 there exists a significant association age and causes of stress at workplace. Therefore,
the alternate hypothesis is accepted.

From the above tables and chart, it is found that respondents who are between 30-40 years of
age felt that conflict at work place causes stress, and those between 20-30 years of age felt
that salary package and over workload causes stress.

65
 CHI-SQUARE TEST ASSOCIATION BETWEEN EDUCATIONAL
QUALIFICATION AND SUPPORTIVE WORK CULTURE

H0: There is no association between educational qualification and supportive work culture.

H1: There is an association between educational qualification and supportive work culture.

TABLE 4.15

EDUCATIONAL QUALIFICATION * SUPPORTIVE WORK CULTURE Crosstabulation

SUPPORTIVE WORK CULTURE
  Total
Mostly Rarely
Count 21 3 24
% within
EDUCATIONAL 87.5% 12.5% 100.0%
QUALIFICATION
High School
% within
SUPPORTIVE 29.6% 10.3% 24.0%
WORK CULTURE
% of Total 21.0% 3.0% 24.0%
Count 16 9 25
% within
EDUCATIONAL 64.0% 36.0% 100.0%
QUALIFICATION
Graduate
% within
SUPPORTIVE 22.5% 31.0% 25.0%
WORK CULTURE

EDUCATIONAL % of Total 16.0% 9.0% 25.0%

QUALIFICATION Count 13 13 26
% within
EDUCATIONAL 50.0% 50.0% 100.0%
Post QUALIFICATION
Graduate % within
SUPPORTIVE 18.3% 44.8% 26.0%
WORK CULTURE
% of Total 13.0% 13.0% 26.0%
Count 21 4 25
% within
EDUCATIONAL 84.0% 16.0% 100.0%
Professional QUALIFICATION
Qualificatio
n % within
SUPPORTIVE 29.6% 13.8% 25.0%
WORK CULTURE
% of Total 21.0% 4.0% 25.0%
Count 71 29 100
% within
EDUCATIONAL 71.0% 29.0% 100.0%
QUALIFICATION
Total
% within
SUPPORTIVE 100.0% 100.0% 100.0%
WORK CULTURE
% of Total 71.0% 29.0% 100.0%

66
 Chi-Square Tests
Asymptotic
Value df Significance
(2-sided)
Pearson Chi-Square 11.389a 3 .010
Likelihood Ratio 11.647 3 .009
Linear-by-Linear
.333 1 .564
Association
N of Valid Cases 100
a. 0 cells (0.0%) have expected count less than 5. The
minimum expected count is 6.96.

67
INFERENCE

Since, the asymptotic significance of the Pearson chi-square value is .010 which is less than
0.05 there exists a significant association between educational qualification and supportive
work culture. Therefore, the alternate hypothesis is accepted.

From the above tables and chart, it is found that respondents who have completed high
school and professional qualification have supportive work culture than graduate and post
graduates.

68
 T - TEST

A t-test is a statistical test that is used to compare the means of two groups. It is often used
in hypothesis testing to determine whether a process or treatment actually has an effect on the
population of interest, or whether two groups are different from one another.

In this formula, t is the t-value, x1 and x2 are the means of the two groups being
compared, s2 is the pooled standard error of the two groups, and n1 and n2 are the number of
observations in each of the groups.

A larger t-value shows that the difference between group means is greater than the pooled
standard error, indicating a more significant difference between the groups.

You can compare your calculated t-value against the values in a critical value chart to
determine whether your t-value is greater than what would be expected by chance. If so, you
can reject the null hypothesis and conclude that the two groups are in fact different.

69
 T - TEST BETWEEN GENDER AND PROBLEMS CAUSING STRESS

H0: There is no significance between gender and problems causing stress at workplace.

H1: There is significance between gender and problems causing stress at workplace.

TABLE 4.16

Group Statistics
Std. Std. Error
GENDER N Mean
Deviation Mean
TOTAL OF STRESS Male 73 37.53 4.738 .555
CAUSING
Female 27 34.41 4.440 .854
PROBLEMS

Independent Samples Test

Levene’s Test for

t – test Equity of Means
Equity of Variances
Mean Standard
Sig. (2 –
F Sig t df Difference Error
Tailed)
Difference
Equal
Variance 0.54 0.817 2.979 98 0.004 3.127 1.050
Total of Assumed
Problems Equal
causing Stress Variance
3.070 49.352 0.003 3.127 1.019
not
Assumed

INFERENCE
70
Since, the t value is 2.979 which is higher than 1.98, the alternate hypothesis is accepted at
5% significance level. Thus, there is a significant difference between gender and total of
problems causing stress. From the group statistics it is understood that the male respondents
(37.53) are more stressed due to workplace when compared to female respondent (34.41).

T - TEST BETWEEN NATURE OF JOB AND EMPLOYERS ACT ON

STRESS REDUCTION
71
 H0: There is no significance between Nature of job and employers act on stress reduction.

H1: There is significance between Nature of job and employers act on stress reduction.

TABLE 4.17

Group Statistics
NATURE N Mean Std. Std. Error
OF JOB Deviation Mean
EMPLOYERS ACT permanent 69 21.83 3.506 .422
ON STRESS temporary 31 20.29 3.268 .587
REDUCTION

Independent Samples Test

Levene’s Test for

t – test Equity of Means
Equity of Variances
Mean Standard
Sig. (2 –
F Sig t df Difference Error
Tailed)
Difference
Equal
Variance 0.698 0.405 2.068 98 0.041 1.536 0.743
Employers act Assumed
on Stress Equal
Reduction Variance
2.124 61.764 0.038 1.536 0.723
not
Assumed

INFERENCE

72
Since, the t value is 2.068 which is higher than 1.98, the alternate hypothesis is accepted at
5% significance level. Thus, there is a significant difference between nature of job and
employers act on stress reduction . From the group statistics it is understood that the
permanent employees have more satisfaction towards employers stress reducing activities
(mean = 21.83) than those who are not satisfied (mean = 20.29).

FRIEDMAN RANKING TEST

73
Friedman’s test is a non-parametric test for finding differences in treatments across multiple
attempts. Nonparametric means the test doesn’t assume your data comes from a particular
distribution (like the normal distribution). Basically, it’s used in place of the ANOVA test
when you don’t know the distribution of your data.

Friedman’s test is an extension of the sign test, used when there are multiple treatments. In
fact, if, there are only two treatments the two tests are identical.

TABLE 4.18

74
 TABLE SHOWING FRIEDMAN RANKING TEST

Ranks
Mean Rank
Flexible work timing 3.65
Satisfied salary 3.78
Good working environment 3.65
Clear job description 4.27
Encouraging top and middle
4.47
management
Respect from peers 4.06
Colleagues listening to work
4.13
related stress

Test Statisticsa
N 100
Chi-Square 12.985
df 6
Asymp. Sig. .043
a. Friedman Test

INFERENCE

Table 4.18 shows that Flexible work timings and Good working environment stands Rank 1,
Satisfied salary stands Rank 2, Respect from peers stands Rank 3, Colleagues listening to
work related stress stands Rank 4, Clear job description stands Rank 5 and Encouraging top
and middle management stands Rank 6.

TABLE 4.19

75
 TABLE SHOWING FRIEDMAN RANKING TEST ON STRESS
REDUCING ACTIVTIES

Ranks
Mean Rank

Physical exercise 2.37

Listening to music 2.62

Yoga and fitness 2.22

Spending time with family 2.79

Test Statisticsa
N 100
Chi-Square 12.985

df 6
Asymp. Sig. .043

a. Friedman Test

INFERENCE

Table 4.19 shows that Yoga and Fitness stands Rank 1, Physical Exercise stands Rank 2,
Listening to music stands Rank 3 and Spending time with family stands Rank 4.

76
 CHAPTER – V

FINDINGS, SUGGESTIONS & CONCLUSION

77
FINDINGS
From Percentage Analysis:

 39% of the respondents belong to the age category of 20-30 years.

 7.% of the respondents were male.
 55% of the respondents were married.
 26% of the respondents were post graduates.
 38% of the respondents have monthly income of less than Rs. 20, 000.
 33% of the respondents have 1-5 years of experience with the organisation.
 69% of the respondents have permanent job.
 22% of the respondents have conflicts with salary package.
 71% of the respondents have supportive work culture.
 60% of the respondents have taken leave during the past 12 months.
 33% of the respondents have 40-60 average working hours.

From Chi – Square Test:

 Respondents who have 0-1 years have an average working hour of 40-60
hours and those with more than 10 years of experience work for more
than 60 hours on an average.
 Respondents o are married have an average working hour of more than 60
hours and those who are single work for 40-60 hours on an average.
 Respondents who are between 30-40 years of age felt that conflict at
work place causes stress, and those between 20-30 years of age felt that
salary package and over workload causes stress.
 Respondents who have completed high school and professional
qualification have supportive work culture than graduate and post
graduates.

From T-Test:

 Male respondents (37.53) are more stressed due to workplace when compared to
female respondent (34.41).

78
From Friedman Ranking Test:

 Flexible work timings and Good working environment stands Rank 1, Satisfied salary
stands Rank 2, Respect from peers stands Rank 3, Colleagues listening to work
related stress stands Rank 4, Clear job description stands Rank 5 and Encouraging top
and middle management stands Rank 6.
 Yoga and Fitness stands Rank 1, Physical Exercise stands Rank 2, Listening to music
stands Rank 3 and Spending time with family stands Rank 4.

79
 SUGGESTIONS

 The organisation should try to find out the causes of problems which creates stress
rather than the effect of stress at work place.
 It is essential that action can be under taken at different levels. At the primary level,
action is needed to identify and address problems at level of the organisation and the
environment with a view to presenting stress at work.
 The organisation should encourage staff to hare their concerns about work related
stress at an early stage.
 Hold regular team meeting to discuss pressures.
 Introduce facility in work schedules to enable staff to cope with domestic
commitments.
 Organization has to focus on finding out the stress levels of their women employees.
 Organization must provide healthy and safe working environment.
 Workload must be assigned to one’s capacity and calibre.
 New techniques to reduce stress must be adopted in the organisation.
 Provide substantial freedom, independence, and discretion to employees in scheduling
their works.
 Staffs feel lack of work stress only when demands and pressure of work are matched
to their knowledge and abilities.

80
 CONCLUSION

Dealing with stress is part of everyday life for employees as they try to balance their personal
and work life. The fact that employees main purpose of working is to provide for themselves
and their family is a burden all by itself. Stress can be handled before it gets out of hand and
becomes too much for an employee to handle by their self. Various training programs and
counselling are always available for employees to use in order to find out ways to deal with
stress. The problem is whether or not an employee is able to trust the programs, and
professional counsellors, to ensure that what they tell the professionals about their problems,
remain personal and confidential. Alleviating stressful situations in employees, keeps them in
a healthy state of mind, physically and mentally, Employees who learn how to peacefully
deal with stress, will enhance their personal and workplace performance while maintaining a
healthy balance on life

81
BIBLIOGRAPHY

82
BOOKS & JOURNALS:

BOOKS:

 Managing Workplace Stress - Susan Cartwright & Cary L. Coo

 Managing Stress – Dr. Anjali Ghanekar
 Stress Management  - Chakravarty Ajanta

WEBSITES:

 https://www.shrm.org/hr-today/news/hr-magazine/pages/0906tyler.aspx
 https://www.verywellmind.com/stress-and-health-3145086
 https://wikoriduban.weebly.com/uploads/1/3/4/3/134341401/9683332.pdf
 https://www.mbaknol.com/management-concepts/what-is-stress/
 https://en.wikipedia.org/wiki/Stress_management
 http://www.simplinotes.com/stress-stress-management/
 https://www.researchgate.net/publication/326681887_Stress_Management_Concept_a
nd_Approaches
 https://link.springer.com/journal/10771/volumes-and-issues/7-1
 https://www.aapb.org/i4a/pages/index.cfm?pageID=3350

REFERENCES:
1. Rajathi, VM Anitha, and C. Sowmiya. "A Study On Stress Management of
Employees In TVS Private Ltd., Madurai." (2020).

https://ijrti.org/papers/IJRTI2005005.pdf

2. Deshpande, Sahana. "A STUDY ON STRESS MANAGEMENT OF EMPLOYEES

WITH SPECIAL REFERENCE TO SHANTI HOSPITAL, BAGALKOT." BIMS
International Research Journal of Management and Commerce 2.4 (2017).

http://www.bimsirjmc.co.in/index.php/bims/article/view/16/16

3. Saravanan, K., and K. Muthu Lakshmi. "A Study on Stress Management among
Employees in Nationalized Bank, Nagapattinam District." Universal Review Volume
VIII, Issue IV, APRIL/2019 ISSN NO : 2277-2723 Volume VIII, Issue IV,
APRIL/2019 Page – 383 to 395”

83
 https://www.researchgate.net/profile/K-Saravanan
6/publication/332684024_A_Study_on_Stress_Management_among_Employees_in_
Nationalized_Bank_Nagapattinam_District/links/5cc31cc6a6fdcc1d49b20d62/A-
Study-on-Stress-Management-among-Employees-in-Nationalized-Bank-
Nagapattinam-District.pdf

4. Devika, R. "A Study on the Stress Management among Employees at Travancore

Cements Nattakom, Kottayam." BASELIUS RESEARCHER (2017): 201786.

https://www.baselius.ac.in/wp-content/uploads/2017/05/Baselius-Journal-Jan-June-
2017.pdf#page=85

5. SRI, GP ZENANI. "A STUDY ON STRESS MANAGEMENT AMONG WOMEN

EMPLOYEES IN TRICHIRAPALLI CITY." IJRAR-International Journal of
Research and Analytical Reviews (IJRAR) 6.1 (2019): 240-244.

https://www.ijrar.org/papers/IJRAR19YP029.pdf

6. Kishori, B., and B. Vinothini. "A Study on Work Stress Among Bank Employees in
State Bank of India with Reference to Tiruchirappalli." IJIRST–International Journal
for Innovative Research in Science & Technology 2 (2016): 12.

https://www.academia.edu/download/47215829/IJIRSTV2I12133.pdf

7. Shadab, M., and Shadab A. Sattar A. "Impact of stress management on job

performance: An empirical study of textile sector employees in Karachi." Jour-nal of
Resources Development and Management 17 (2016): 48-53.

https://core.ac.uk/download/pdf/234696228.pdf

8. Goutam, Loveneesh, and Neha Kumari. "STRESS MANAGEMENT TECHNIQUES

IN ORGANIZATIONS." Jamshedpur Research Review (2021).

http://jamshedpurresearchreview.com/wp-content/uploads/2021/02/Jamshedpur-
Research-Review-Year-9-Volume-1-Issue-44-January-February-2021-1.pdf#page=69

9. Aradyula, Samba Siva Rao, and J. N. G. Srinivas. "A Study on the impact of Coping
Strategies over Stress Management–An Empirical Study." PalArch's Journal of
Archaeology of Egypt/Egyptology 18.1 (2021): 3952-3960.

https://www.archives.palarch.nl/index.php/jae/article/view/6213

84
10. Babu, P. Prakash, And Murugan Ramu. "A STUDY ON STRESS MANAGEMENT
IN AN ORGANIZATION." International Journal of Pure and Applied
Mathematics 120.5 (2018): 3771-3783.

https://acadpubl.eu/hub/2018-120-5/4/314.pdf

ANNEXURE

QUESTIONNAIRE

85
 A STUDY ON EMPLOYEES STRESS MANAGEMENT OF KRISHNAA BAJAJ
WITH REFERENCE TO PUDUKOTTAI

PART – A: DEMOGRAPHIC INFORMATION

1. Name: ______________________________________________

2. Age (in years):

a) Below 20 b) 20 to 30 c) 30 to 40

d) 40 to 50 e) 50-60 f) Above 60

3. Gender:

a) Male b) Female

4. Marital Status:

a) Married b) Single

5. Educational Qualification:

a) Higher Secondary b) Graduate c) Post Graduate

d) Professional Qualification e) Others (specify) _____________

6. Monthly Income

a) Less than Rs.20,000 b) Rs.20,000 - 30,000 c) Rs.30,000 - 40,000

d) Rs.40,000 – 50,000 e) Above Rs.50,000

7. Designation: ____________________________________________________

8. Years of experience (in the organisation):

a) 0 – 1 Years c) 1 – 5 Years

b) 5 – 10 Years d) More than 10 Years

86
9. Nature of job:

a) Permanent

b) Temporary

PART – B: RESEARCH INFORMATION

10. Does stress affect your performance?

a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
11. What do you think the main causes of stress at workplace? ( Tick as many as applicable)
Over Workload Job Insecurity Salary Package
Conflicts at Workplace Management Policies
Lack of Career Progression Unrecognized Performance
12. Is work culture supportive in your organization?

a. Mostly
b. Rarely
c. Sometimes
13. How do you feel while working in the organization?
a. Strongly Agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree

14. Have you taken leave in the past 12 months due to work related stress?
a. Yes
b. No
15. Please estimate the average number of hours per week that you work (both on and off
site) during term time.
a. 40 – 50
b. 50 – 60

87
c. 60 – Above

16. Do you find any of the following cause problems?

(SA – Strongly Agree, A – Agree, N – Neutral, DA – Disagree, SDA – Strongly Disagree)

FACTORS SA A N DA SDA
Shift-work
Inadequate break time/meal time
Unsocial Hours
Very Heavy Workload
Unfair Work Distribution
Repetitive/Boring Work
Meeting Deadlines
Job Insecurity
Poor Supervision
Under Utilisation of Skills
Under-paid
Under-valued

17. Regarding working relationships, do any of the following cause you problems?
(SA – Strongly Agree, A – Agree, N – Neutral, DA – Disagree, SDA – Strongly Disagree)

FACTORS SA A N DA SDA
Poor relations with supervisor
Poor relation with peers/workmates
Harassment/Discrimination
Impersonal Treatment
Lack of Communication from/with
Management
Working with the Public/Group
Rate your Opinion on stress
management programs followed in
your organization

18. Rank the following factors based on your opinion. (1 – Best to 7 – Worst)

FACTOR RANK
Flexible Work Timing
Satisfied Salary
Good Working Environment
Clear Job Description
Encouraging Top and Middle Management
Received respect from Peers/Workmates
88
 Colleagues are willing to listen to my work-related problems

19. Among the following stress reducing activities, which of them do you think will be more
effective at personal? [Rate as per your choice from 1 – best to 4b- Least]

FACTORS RANK
Physical Exercise
Listening to music
Yoga & Fitness
Spending time with family

20. What do you think the employer can do to reduce stress among the employees? Please
rank them according to your preference. ( 5 – Highly Satisfied, 4 -Satisfied, 3 – Neutral, 2 –
Dissatisfied, 1 – Highly Dissatisfied)
FACTORS HS S N DS HDS
Employee Counselling
Effective Training and
Development Programme
Financial Motivation
Job Rotation
Outdoor picnics
Transport Subsidy

89