Shree Hari Projects - Book 1

TABLE OF CONTENTS
CHAPTERS TITLE PAGE NO
INTRODUCTION AND RESEARCH DESIGN 1-7
1.1 Introduction 1
1.2 Statement of problem 8
1.3 Objectives of study 9
I 1.4 Scope of the study 10
1.5 Limitation of the study 11
1.6 Research methodology 12-14
II REVIEW OF LITERATURE 15-19
CONCEPTUAL FRAMEWORK 20-27
3.1 Industry profile 20-22
III 3.2 Company profile 23-25
IV DATA ANALYSIS AND INTERPRETATION 28-61
FINDINGS, SUGGESTIONS AND CONCLUSION 62-66
5.1 Findings 62-64
V 5.2 Suggestions 66
5.3 Conclusion 66
ANNEXURE-I Bibliography 67-68
ANNEXURE-II Questionnaire 69-73

LIST OF TABLES
TABLE NO TABLES PAGE NO

4.1 Table showing the age of employees 28
4.2 Table showing the educational qualification of employees 29
4.3 Table showing marital status of employees 30

4.4 Table showing salary range of employees 31
4.5 Table showing the experience of employees 32
4.6 Table showing changes in structure of organization 33

4.7 Table showing ability to cope up with demands made by 34
organization
4.8 Table showing frustration towards job 35
4.9 Table showing happiness with colleagues 36
4.10 Table showing current salary packages offered 37

4.11 Table showing employees thinking about the problem even when 38
they support to be relaxing
4.12 Table showing difficulties to meet too many deadlines in work 39
4.13 Table showing employees mentality regarding urgency in work 40
4.14 Table showing not having enough time to get everything done on 41
the job
4.15 Table showing workload is too heavy 42
4.16 Table showing do not understanding and the responsibilities in 43

performing the job
4.17 Table showing employees understanding to get their job done 44

4.18 Table showing conflicting job requests from co-workers 45
4.19 Table showing job requests from administrator workers are often 46
conflicting
4.20 Table showing hard to remember things 47
4.21 Table showing hard to get to sleep 48
4.22 Table showing feelings of health impairments 49
4.23 Table showing concentration at work 50
4.24 Table showing finishing job before deadline 51
4.25 Table showing which reduce stress 52
4.26 Table showing satisfaction of break hours 53
4.27 Table showing the recreational facilities 54
4.28 Table showing satisfaction levels of promotion & increments 55
systems
4.29 Table showing satisfaction of techniques of the company 56
4.30 Analysing of employees hard to sleep and health impairments 57-58
4.31 Analysing the association between the employees age and 59-61
finishing jobs before deadlines

LIST OF CHARTS
CHART NO CHARTS PAGE NO
4.1 Chart showing the age of employees 28
4.2 Chart showing the educational qualification of employees 29
4.3 Chart showing marital status of employees 30

4.4 Chart showing salary range of employees 31
4.5 Chart showing the experience of employees 32
4.6 Chart showing changes in structure of organization 33

4.7 Chart showing ability to cope up with demands made by 34
organization
4.8 Chart showing frustration towards job 35
4.9 Chart showing happiness with colleagues 36
4.10 Chart showing current salary packages offered 37

4.11 Chart showing employees thinking about the problem even when 38
they support to be relaxing
4.12 Chart showing difficulties to meet too many deadlines in work 39
4.13 Chart showing employees mentality regarding urgency in work 40
4.14 Chart showing not having enough time to get everything done on 41
the job
4.15 Chart showing workload is too heavy 42
4.16 Chart showing do not understanding and the responsibilities in 43

performing the job
4.17 Chart showing employees understanding to get their job done 44

4.18 Chart showing conflicting job requests from co-workers 45
4.19 Chart showing job requests from administrator workers are often 46
conflicting
4.20 Chart showing hard to remember things 47
4.21 Chart showing hard to get to sleep 48
4.22 Chart showing feelings of health impairments 49
4.23 Chart showing concentration at work 50
4.24 Chart showing finishing job before deadline 51
4.25 Chart showing which reduce stress 52
4.26 Chart showing satisfaction of break hours 53
4.27 Chart showing the recreational facilities 54
4.28 Chart showing satisfaction levels of promotion & increments 55
systems
4.29 Chart showing satisfaction of techniques of the company 56

CHAPTER -1
INTRODUCTION AND
RESEARCH DESIGN
1.1 INTRODUCTION
Stress is basically the impact of one object on another. There are the terms which are used
synonymously to denote this phenomenon: stress, strain and pressure. However, there are thin
differences in these terms. Stress is a term basically used in physical science which means
pressure of one object on another, from the physical science and finally to social science.
A lot of research has been conducted into stress over the last hundred years. Some of the
theories behind it are now settled and accepted; others are still being researched and debated.
During this time, there seems to have been something approaching open warfare between
competing theories and definitions
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 effects 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 a condition
or feeling experience when a person perceives that "demand exceed the personal and social
resources the individual is able to mobilize".
Canadian physician Hans Selye (1970-1982) in this book the stress of life 1956
popularized the idea of stress. According to selye, the general Adaptation Syndrome consists of
three phases. Managing stress is all about taking charge of your thoughts, your emotions, your
schedule, your environnent and the way you deal with problem. The ultimate goal is a balance
life, with time for work relationship. relaxation and fun -plus the resilience to hold up under
pressure and meet challenges head on.
1
Definition
Stress is a condition or feeling experienced when a person perceives that "demands exceed
the personal and social resources the individual is able to mobilize".
Stress in individual is define as any interference that a person's health mental and physical
well being. It occurs when the body is required to perform beyond its normal range of
capabilities. Stress is the way that you react physically, mentally and affect your physical and
mental well being and performances. The result of stress are harmful to individuals, families,
society and organizations, which can suffer from organization stress". Ivancevich and matte son
define stress as individual with the environment.
Behr and Newman

Define job stress as a condition arising from the interaction of people and their jobs and
characterized by changes within people that force them to deviate from their normal functioning"
Stress is a dynamic condition, which an individual is confronted with an opportunity,
constrain or demand related to what he or she desires and for which the outcome is perceived to
be both uncertain and important. Stress is associated with constraints and demand. The former
prevent you doing what you desire. The latter refers to the loss of something desired. Stress is
higher for those individual who perceive that they are uncertain as to whether they will win or
lose and lower for those individual who think winning or losing is certainty. This article review
and summarizes two decades of empirical literature concerned with both direct and moderating
variable-based analysis of the relationship of organizational stress with satisfaction and job
performances.
Moderating influences of various constructs operational zed at the individual, group and
organization level of analysis are classified and then reviewed systematically. An evaluation
summary of this research suggests that although there have been significant improvements in the
analytical methods employed to reciprocal relationships that evolve over time.
2
Four Common Types of Stress
1. Time stress
2. Anticipatory stress
3. Situational stress
4. Encounter stress
5. Work stress
 Time Stress
You experience time stress when you worry about time, or the lack there. You worry about
the number of things that you have to do, and you fear that you'll fail to achieve something
important. You might feel trapped, unhappy, or even hopeless.
 Anticipatory Stress
Anticipatory stress describes stress that you experience concerning the future. Sometimes
this stress can be focused on a specific event, such as an upcoming presentation that you're going
to give. However, anticipatory stress can also be vague and undefined, such as an overall sense
of dread about the future, or a worry that "something will go wrong."
 Situational Stress
You experience situational stress when you're in a scary situation that you have no control
over. This could be an emergency. More cotimonly, however, it's a situation that involves
conflict, or a loss of status or acceptance in the eyes of your group. For instance, getting laid off
or making a major mistake in front of your team. are examples of events that can cause
situational stress
3
 Encounter Stress
Encounter stress revolves around people. You experience encounter stress when you worry
about interacting with a certain person or group of people - you may not like them, or you might
that they're unpredictable.
Encounter stress can also occur if your role involves a lot of personal interactions with
customers or clients, especially if those groups are in distress. For instance, physicians and social
workers have high rates of encounter stress, because the people they work with routinely don't
feel well, or are deeply upset.
 Work stress
We review and summarize the literature on work stress with particular emphasis on those
studies that examined the effects of work characteristics on employee health. Stress at work
place an important role in the development of negative individual and organizational factors and
from a common element linking working conditions, substance abuse and violent acts.
The results, published in the Scandinavian Journal of Public Health, link this situation to
dyslipidemia a disorder that alters the levels of lipids and lipoproteins in the blood .Experts have
been saying for years that emotional stress is linking to the risk of suffering cardiovascular
disease as a result of unhealthy habits such as smoking, an unsuitable diet or leading a sedentary
lifestyle, among other factors.
Although there is not convincing evidence that job stressors cause health effects, the
indirect evidence is strongly suggestive of a work stress effect. This evidence comes from
occupational studies that show differences in health and mortality that are not easily explained by
other factors and within-subject studies that demonstrate a causal effect of work experiences on
physiological and emotional responses.
How to reduce, prevent and cope up with stress

It may seem that there's nothing you can do about your stress level. The bills aren't going to stop
coming, there will never be more hours in the day for all your errands, and your career or family
responsibilities will always be demanding. But you have a lot more control than you
4
might think. In fact, the simple realization that you're in control of your life is the
foundation of stress management. Managing stress is all about taking charge: taking charge of
your thoughts, your emotions, your schedule, your environment, and the way you deal with
problems.
Dimensions of Health
 Physical Health
When the cells, tissues, organs, and systems that function together to form your body is in
good working order, you experience physical health. You are able to minimize disease and injury
and function at an optimal level. Physical characteristics include things like body weight, visual
acuity, skin integrity, and level of endurance. Taking care of your body through healthy nutrition
and exercise, adequate sleep, avoidance of alcohol and drug abuse, and regular health screenings
are examples of promotion of health in the physical dimension.
There is a strong relationship between physical health and stress. You will learn that stress
is a risk factor for many of the serious health problems that plague our society today. Stress has
been shown to weaken the immune system resulting in increased susceptibility to a variety of
health problems. A strong, healthy body is better able to resist many of the damaging
physiological changes that might otherwise result from excessive stress. It works both ways:
stress can cause disease and illness and disease and illness can cause stress.
 Intellectual Health
Intellectual, or mental, health relates to your ability to think and learn from experiences,
your ability to assess and question new information, and your openness to new learning. Your
mind, and how and what you think, has a powerful impact on your health and well-being. In this
text, you will learn about exciting new research that helps us understand this connection between
the body and the mind.
Learning about stress is an important first step in preventing and managing stress. Wise decision-
making skills will allow you to process the information you learn and apply this information to a
plan to improve your health and well-being. You will be presented with a
5
variety of stress prevention and stress management techniques in this book. Through critical
thinking and informed choice, you will decide on the tools and techniques that work best for you.
 Emotional Health
While mental health encompasses thoughts and the mind, emotional health pertains to
feelings. It involves experiencing and appreciating a wide range of feelings and an ability to
express these feelings and emotions in a healthy manner. The ability to remain flexible and to
cope with the ups and downs of life is an indication of emotional wellness.
The relationship between stress and emotional health is strong. While we are all affected by
feelings such as anger, fear, happiness, worry, love, guilt, or loneliness, the emotionally healthy
individual uses healthy coping skills to keep from becoming overwhelmed by these feelings.
Dealing successfully with stress means you take control of your emotions, rather than your
emotions taking control of you.
 Spiritual Health
Spiritual health relates to the morals and values that guide you and that give meaning,
direction and purpose to your life. A conviction that your life is meaningful and a belief that your
life is guided by a reality greater than yourself are indications of spiritual health. Spiritually
healthy people believe their life has value and that they are here for a reason. The spiritual
dimension may be the foundation for all other dimensions of health.
Stress, especially chronic stress, is often caused by a sense of aimlessness or lack of
purpose. Much of stress in today's society relates to being out of touch with our values and
beliefs. Living your life and making choices that are not consistent with your core values can be
very stressful. For example, if you highly value family and yet find that demands of work and
school leave very little time for family, you will likely experience distress. In later chapters, you
will learn how techniques, such as values clarification, can contribute to spiritual peace.
Nurturing your spiritual dimension through religion, volunteer work, nature, art, music, or
other avenues above and beyond your own immediate needs will most certainly reduce stress and
promote health. Chapter 10 will discuss spirituality as a key component toward stress
management.
6
 Social Health
Social health refers to the ability to relate to others and express care and concern for others.
The ability to interact effectively with others, to develop satisfying interpersonal relationships,
and to fulfill social roles is important for social health. Relationships with others, particularly
family and friends, affect social well-being. When you are socially healthy, you feel accepted by
others and see yourself as an important part of your world.
A strong social support system increases the capacity for handling the demands of life. As
you will learn in the chapter on social support, study after study shows that people who have the
support of friends and family are better able to deal with the ups and downs of life.
7
1.2 STATEMENT OF THE PROBLEM
This study is done to find out the stress of the employees in the work place and how it affects the
productivity of the employees in "SCHAKRALAYA MOTORS., CUDDALORE”
It has been noticed that the employees in company has been undergoing the stress in higher rate
and has certain impact on productivity. Thus suggesting the organization in which they have to
concentrate more and improve the necessary areas for reducing stress among employees in
organization.
8
1.3 OBJECTIVES OF THE STUDY
 To study about stress level of the employee at SCHAKRALAYA MOTORS
CUDDALORE.
 To identify major sources and causes of stress.
 To analyze the impact of job stress on performance of employees.
 To suggest health techniques for managing and reducing stress.
9
1.4 SCOPE OF THE STUDY
 The study will be helpful to the organization, by analyzing the employee where the
company is lacking behind and improve in the future of time.
 The study raises a number of important issues in term of how organization conceptualize
and attempt to cope with stress that their employee experiences.
 The main purpose of the study is to conduct survey where the employee get contort with
the job.
 This study would act as a reference for the further in depth research on employees stress
management.
10
1.5 LIMITATION OF THE STUDY
 Sample for the study taken is of 82 employees. This can be act as a constraint in the
study.
 The study intended to cover only few area of stress relevant to the proposed study.
 The study was restricted to a time frame of 8weeks.
 The views of employees considered as final decision.
11
1.6 RESEARCH METHODOLOGY
Research Meaning
Research is an art of scientific investigation. According to Reedmen and Mary defines
research as a "Systematic effort to gain knowledge
Research Methodology
Research methodology is a way to systematically solve the research problem. It is a plan of
action for a research project and explain in detail how data are collected & analyzed. This
research study is a descriptive research study.
Research Design
Research design is the specification of the method and procedure for acquiring the
information needed to solve the problem. A research design is a plan that specifies the objectives
of the study, method to be adopted in the data collection, tools in data analysis and hypothesis to
be framed
.
Sampling Design
In this study the convenience sampling was selection for this research. Convenience
sampling refers to the collection of information from member of population who are
conveniently available to provide. Research or field workers have the freedom to choose as
sample who never they find thus it is named as convenience. The assumption is that the target
population is homogeneous and the individual selection as sample is similar to the overall defied
target population with regard to the characteristics being studied.
1.6.1 Sample Size

The number of samples collected for this study is 82.
SOURCES OF DATA COLLECTION

,
Primary data (survey method).
12
1.7 DATA ANALYSIS
To analyze and interrupt collected data the following statistical tools were used.
1. Percentage method
2. Correlation
3. Chi-square
1. Percentage method
The percentage is used for making comparison between two or more series of data. It is
used to classify the opinion of the respondents for different factors. It is calculated as
No of respondents favourable
Percentage of Respondents = ⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻ 100
Total no of respondents
2. Correlation
The correlation analysis is the statistical tool we can use to describe the degree to which one
variable is linearly related to each other. There are three types of correlation
1. Positive and negative correlation
2. Simple, multiple and partial
3. Linear and non-linear
If two of the variables move in the same direction then they are positively correlated. On the
other hand if two variables move on opposite direction then they are negatively correlated 16.
The correlation analysis deals with association between two or more sample variables. The
correlation does not necessary imply causation or functional relationship though the existence of
causation always implies correlation. By itself it establishes only co- variance
13
nƩXY-ƩXƩY
r= ⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻
√[nƩX2 -(ƩX)2] √[nƩY2-(ƩY)2]
3. Chi Square Test

A chi-square test (also chi-squared or 2 test) is any statistical hypothesis test in which the
sampling distribution of the test statistic is a chi-square distribution when the null hypothesis is
true, or any in which this is asymptotically true, meaning that the sampling distribution (if the
null hypothesis is true) can be made to approximate a chi-square distribution as closely as
desired by making the sample size large enough.
In probability theory and statistics, the chi-square distribution (also chi-squared or x
distribution) with k degrees of freedom is the distribution of a sum of the squares of k
independent standard normal random variables. It is one of the most widely used probability
distributions in inferential statistics.
The best-known situations in which the chi-square distribution is used are the common chi-
square tests for goodness of fit of an observed distribution to a theoretical one, and of the
independence of two criteria of classification of qualitative data. Many other statistical tests also
lead to a use of this distribution, like Friedman's analysis of variance by ranks.
The chi-square test is defined for the hypothesis:

HO: The data follow a specified distribution.
Ha: The data do not follow the specified distribution.
Test Statistic: For the chi-square goodness-of- fit computation, the data are divided into k bins
and the test statistic is defined as
Where:
O is the observed frequency
E is the expected frequency
14
CHAPTER-2
REVIEW OF LITERATURE
CHAPTER-II
REVIEW OF LITERATURE
HEATHER CRAYTON, JANUARY-2013 Organizations are constantly undergoing change

through new demands, changing technology, demographic changes and increased competition.
Due to the increase in workload, psychological problems related to occupational stress have
increased rapidly. There is a growing awareness of how stress adversely affects organizational
efficiency. The implementation of stress management programs to counteract this problem has
been slow. In this paper I will examine a stress management program in an organization who
claimed that they were active and successful in stress management for their employees. The
purpose of this research paper is to illustrate the overall importance of stress management in the
workplace. The research paper will start by giving a definition of the term stress management.
After that, it will illustrate the stress management programs implemented by the organization.
Next, it will suggest additional stress management components and ideas beneficial for the
company. Finally, the last point will cover the comparison of the organization's implementation
of stress management program to possible other stress models
NAVEEN.M, JULY-2013 Stress management refers to the 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. In this context, the term 'stress' refers only to
a stress with significant negative consequences, or distress in the terminology advocated by Hans
Selye, rather than what the calls eustress. Stress produces numerous symptoms which vary
according to persons, situations, and severity. These can include physical health decline as well
as depression. The process of stress management is named as one of the keys to a happy and
successful life in modern society. Although life provides numerous demands that can prove
difficult to handle, stress management provides a number of ways to manage anxiety and
maintain overall well-being.
15
HEIDE, MAY-2010 Organizations are constantly undergoing change through new demands,
changing technology, demographic changes and increased competition. Due to the increase in
workload, psychological problems related to occupational stress have increased rapidly in
Western countries (van deer Klink, Roland, & Bonk, 2001). More than ever before, job stress has
become a hazard to the health of employees and in turn the health of organizations (Saunter,
Hurrell, Scharf, & Sinclair, 2003). The purpose of this research paper is to illustrate the overall
importance of stress management in the workplace. The research paper will start by giving a
definition of the term stress management. After that, it will illustrate advantages and limitations
of occupational stress management. Finally, the third point will cover the role of a Human
Resource Manager in the field of stress management.
KTIEBUG, APRIL-2011 Everyone deals with stress in their daily lives. Stress can come from
work, school, home, or children. There are many different techniques you can do to solve your
problems with stress. Some of the things I would like to cover in this paper are how to reduce,
cope, and prevent stress on a daily basis that may occur in your life.
While researching this topic I found a web page that has information about dealing with stress on
a day to day basis. Though this web page suggested numerous of things, I am only going to
mention a few of them. The greatest way to identify stress in your life is by knowing what may
be causing it. Stress can be caused by different things in your life, such as your feelings and
behaviors may affect the way you function on a day to day basis. If you have anything in your
life that is causing you to feel indifferent then that will affect the way you perform at work,
school, or at home. Not only does it show poor performance in your work, other co workers or
professors are able to see that.
However, sometimes being worried about deadlines at work can cause a great deal of stress.
Because if you don't finish your deadlines on time then you are stuck at work until late at night
or you could possibly take what is bothering you home.
16
SARATCHAND, DECEMBER-2010 Stress is the spice of life. Without stress, life would be
boring. Productivity would decrease. Excitement in living would dwindle. Believe it or not, we
often seek out stressful (or thrilling) experiences to heighten our sense of excitement and
adventure in life. However, most of us view stress as negative and something to avoid. It may
seem that there's nothing you can do about your stress level. But you have a lot more control than
you might think. In fact, the simple realization that you're in control of your life is the foundation
of stress management. Managing stress is all about taking charge: taking charge of your
thoughts, your emotions, your schedule, your environment, and the way you deal with problems.
The ultimate goal is a balanced life, with time for work, relationships, relaxation, and fun - plus
the resilience to hold up under pressure and meet challenges head on. For many people, stress is
a daily reality. Some events, such as an important sports competition or a deadline for a paper,
can cause stress that helps motivate us to perform at our best. Unfortunately, stress often
becomes a negative presence in our lives. Stress throws us off balance and can have serious
health consequences if left unchecked. Learning how to manage stress will make you more able
to handle challenging situations and significant events in your life.
SHARMASAURABH, APRIL-2012 Stress management (SM) is a widely used term with a

seemingly obvious meaning. The research literature contains many studies evaluating its
effectiveness, but it is not clear how many different forms of SM exist and how efficacious they
are for which target problem. One hundred and fifty-three studies on SM were analyzed to
determine consensus in definitions and therapy protocols. Results showed that a typical delivery
format exists (mostly group form, 8-10 sessions in length and multi technique), but the number
of techniques used was very large, techniques were inconsistently labeled are often poorly
described. It is concluded that in outcome research, the term "stress management" is
operationally defined with such variability that comparisons of SM outcome studies are not
meaningful at this time.
In recent months Methodist Hospital have developed a stress management progi am. The
organization is struggling in their ability consistently manage the program. Though stress
management program was designed to offer services that can be beneficial and to their staff, they
seem to be able to inspire employees to take advantage of these services. As a result, if not
utilized by employees, the program is at risk for a possible budget cut.
17
As consultant for "Methodist Hospital." this case study will examine the current stress
management program designed by the leadership team. The objective of this study will be to
compare the current management program with other programs determining which will be best
for the company. These options will be implemented immediately allowing employees to utilize
them now in the present and in the future to manage work-stress issues that may arise. The case
study will take into account options that business savvy and cost efficient. If needed, in the future
an evaluation of the options will take place determining the need for adjustment.
STUDYMODE, JULY-20 In a perfect world, violence, plane crashes floods and other disasters
would not occur. Disease and illness would be non-existent. Emergency medical services would
not have a basis for fruition. Unfortunately, the world is not perfect place. EMT's and other EMS
workers are vital to all societies globally. According to the American College of Emergency
Physicians, the definition of an emergency services is, "Emergency services are those health care
services provided to evaluate and treat medical conditions of recent onset and severity that would
lead a prudent layperson, possessing an average knowledge of medicine and health, to believe
that urgent and/ or unscheduled medical care is required." The following pages will illustrate the
struggles of an emergency medical technician and other emergency medical service workers.
JAINMAMTA, OCTOBER 2011 In today's world of competition every other company in the
market wants to be the one company in its industry, country and also globally. This is a good
sign of growth and development in the economic aspect but has any personnel of the big giant
companies paid attention in solving the biggest problem prevailing in their company which is
"stress" experienced by their biggest assets of the company that is their work force. Yes when
companies move and spread their wings wide across the global the organizational changes
creates stress.
Due to the uncertain environment characterized by time pressure, increasing workloads,

mergers, restructuring large number of employees are overworked and stressed. Stress can be
defined as a lively circumstance in which people face constraints, opportunities, or loss of
something they desire and for which the consequence is both unpredictable as well as crucial.
18
Stress is the response of people to the ureasonable excessive pressure or demands placed on
them.
Stress is not always negative. It may also bring out the best in individuals at times. It may
induce an individual to discover innovative and smarter way of doing things. This positive
dimension of stress is called as esters. But usually, the term stress has a negative implication and
this negative aspect of stress is termed as distress. For instance - When a subordinate is Harassed
or warned by his superior, unhappiness of unsuitable job, etc. We can say that "Stress causes
some people to break, and other to break records." The Stress can be managed, however by
practicing some stress busters. You can minimize stress on the job for yourself and your
employees with attention to environment, work load and job security. This paper focuses on the
causes of stress at work place, factors and recommends effective strategies for the HR.
19
CHAPTER-3
CONCEPTUAL
FRAMEWORK OF
INDUSTRY
CHAPTER -III
3.1 INDUSTRY PROFILE
Introduction
The Indian auto industry is one of the largest in the world. The industry accounts for 7.1 per cent
of the country's Gross Domestic Product (GDP). The Two Wheelers segment with 80 per cent
market share is the leader of the Indian Automobile owing to a growing middle class and a
young population. Moreover, the growing interest of the companies in exploring the rural
markets further aided the growth of the sector. The overall percentage vehicle (PV) segment has
14 per cent market share.
India is also a prominent auto exporter and has strong export growth expectations for the near
future. In April-March 2017 exports of PV and Commercial Vehicles (CV) registered a growth
of 16.20 per cent and 4.99 per cent respectively, over April-March 2016. In addition, several
initiates by the government of India and the major automobile players in the Indian market are
expected to make India a leader in the 2W and Four Wheeler (4W) market in the world by 2021.
Market Size
Production of passenger vehicles, commercial vehicles, three wheelers and two wheelers grew at
5.41 per cent in FY17 to 25,316.044 vehicles in FY16. The sales of passenger, commercial
vehicles and two wheeler grew by 9.23 per cent, 4,16 per cent and 6.89 per cent respectively,
during the period of April-March 2017.
India's electric vehicles (EV) sales increased 37.5 per cent to 22.000 units during FY 2015 16
and are poised to rise further on the back of cheaper energy storage costs and the Government of
India's vision to see six million electric and hybrid vehicles in India by 2021
Investment
In order to keep up with the growing demand, several auto makers have started investing heavily
in various segments of the industry during the last few months. The industry has attracted foreign
direct investment (FDI) worth US$ 17.40 billion during the period April 2000 to June 2017,
according to data released by Department of Industrial Policy and Promotion (DIPP)
20
Some of the major investment and developments in the automobile sector in India are as follow:
JSW Energy, a subsidiary of Jindal Group, has signed a Memorandum of Understanding (MOU)
with the Gujarat government to set up an electric vehicle-manufacturing company at a cost of Rs
4,000 crore (USS 613 million) which will have the capacity to produce 2.00,000 electric vehicles
every year.
Motors will invest Rs 4,000 crore (US$ 612 million) in the year 2017 and a major portion will go
to passenger vehicles i.e. RS 2.500 crores (USS 375 million) and the rernaining Rs 1,500 crore
(5225 million) will be invested in the business over the next few years
Electric car maker Tesla Inc. is likely to introduce its products in India sometime in the summer
of 2017
Several automobile manufacturers, from global majors such as Audi to Indian sometime in the
summer of 2017.
Several automobile manufacturers, from global majors such as Audi to Indian companies such as
Maruti Suzuki and Mahindra, are exploring the possibilities of introducing driverless self-driven
cars for India,
BMW plans to manufacture a local version of below-500 cc motorcycle, the G310R, in TVS
Motor's Hosur plant in Tamil Nadu, for Indian markets.
Hero MotoCorp Ltd seeks to enhance its participation in the Indian electric vehicle (EV) space
by pursuing its internal-90 (EV Programmes in addition to investing Rs 205 crore (USS 30.75
million) to acquire around 26-30 per cent stake in Bengaluru-based technology start-up Ather
Energy Pvt Ltd.
Government Initiatives
The Government of India encourages foreign investment in the automobile sector and allows 100
per cent FDI under the automatic route. Some of the major initiatives taken by the Government
of India. Government is planning to introduce bio fuel vehicles for road and water transportation.
India needs to cut fossil fuel imports and look for alternative and cheaper fuels like methanol.
21
Government of India extended support to the industry by increasing custom duty on CBUs of
commercial vehicles from 10 per cent to 40 per cent and reducing duty on chassis for ambulance
manufacturing from 24 per cent to 12.5 per cent.
The Government of India plans to introduce a new Green Urban Transport Scheme with a central
assistance of about Rs 25,000 crore (USS 3.75 billion), aimed at boosting the growth of urban
transport along low carbon path for substantial reduction in pollution, and providing framework
for funding urban mobility projects at National, State and City level with minimum recourse to
budgetary support by encouraging innovative financing of projects.
Government of India aims to make automobiles manufacturing the main driver of "Make in
India' initiative, as it expects passenger vehicles market to triple to 9,4 million units by 2026, as
highlighted in the Auto Mission Plan (AMP) 2016-26.
The government has formulated a Scheme for Faster Adoption and Manufacturing of Electric
and Hybrid vehicles in India, under the National Electric Mobility Mission 2020 to encourage
the progressive induction of reliable, affordable and efficient electric and hybrid vehicles in the
country,
Round Ahead
The automobile industry is supported by various factors such as availability of skilled labour at
low cost, robust R&D centers and low cost steel production. The industry also provides great
opportunities for investment and direct and indirect employment to skilled and unskilled labour.
The Indian automotive aftermarket is estimated to grow at around 10-15 per cent to reach USS
16.5 billion by 2021 from around US$ 7 billion in 2016. It has the potential to generate up to
USS 300 billion in annual revenue by 2026, create 65 million additional jobs and contribute over
12 per cent to India's Gross Domestic Product.
22
COMPANY PROFILE OF SCHAKRALAYA TATA MOTORS
INTRODUCTION
 TATA Motor Company - the forerunners of Automobile and Manufacturing sector in

India. We are adding to their business since our first dealership of TATA Motors
Cuddalore in 2012.
 To bring out the Best in Indian Brands and to encounter competition in the local markets,
Schakralaya Motors was kicked off in 2012.
 We are sole dealers of TATA Motors in the South Arcot region doing Sales, Service&
Maintenance and sale of Pre-Owned Cars of TATA Automobiles - Personal & Utility
Range of vehicles.
 Under the commanding leadership of our Director, our CEO and dedicated staff we now
serve the huge clientele in 3 districts of Tamil Nadu. At Present are showroom outlets are
at,
 Cuddalore
 Pondicherry
 Villupuram
GRK ESTATES
 Cuddalore district formerly known as South Arcot district constitutes of Cuddalore and
Villupuram with Pondicherry in geography and on commercial business terms as well.
 It was the hub of agriculture, fisheries and trading since the time of Ancient India
Cuddalore also happened to be the capital of Madarasapattinam during British times in
India.
 After Independence too the cash inflow from agriculture, fisheries and trading sectors
only lured in as financial capital into the district. But now in the past three decades as
population inflated and following other infra-structure developments that started pouring
into the country with the added advantage of globalization, the inflow from the old
sectors could not meet with the necessities of the new generation population.
23
 There was a vacuum in supply of capital and deficit in meeting the friends of the people.
It was in this extremely complex challenging and competitive environment that the
management of G.R.K Theatres (p) ltd along with its counter parts filled the necessary
investment requirements in a wide array of segments like manufacturing entertainment,
construction, trading and hospitality
 The company emerged as a reputed business house and a dominant player with its
footprints imprinted in all the above sectors. The company displays an exquisite blend of
expertise and innovation with significant local investments in this geography.
 The investments for the financial year 2017-18 in Cuddalore, Pondicherry and
Villupuram has crossed 100 crores with technical support system which has churned
employment for a diverse work force of about 1500 families directly and indirectly
ORIGIN OF GRK GROUPS

 Finding Greatness in Random Kindness and the heart to respond in need and the
daringness to sustain is the genetic quality of the company which was started in 1873
when Mr. Duraisamy Naidu of Poojaimedu. Cuddalore a land lord; who through his
educated son R.D. Govindasamy Naidu - a man who had the integrity, dedication,
resourcefulness and determination to carve a niche for himself in shipping business at
Singapore
 His son Mr.G.Rathakrishnan Naidu and Mrs.Prabha who are well known for their
business Acumen and Entrepreneurial spirit formed G.R.K Theatres Pvt Itd in 1973
during the birth of the present Managing Director Mr.G.R.Durairaj.
 Mr. G.R. Durairaj popularly known as GRD took over the rain of the business a
Managing Director along with Director Mes. R.Gomathy Durairaj), his better half and
Mrs. Damayanthi Sai Prasad daughter of MR. G.Radhakrishnan Naidu and Mrs. Prabha
since 1998.
 There when the business started flourishing and expanding itself into various section and
all across South Arcot district.
 Now there are about 1000 employees in the GRK family who are directly associated with
us.
24
OUR MISSION
 Our deep rooted beliefs have enabled us to strive for leadership through excellence in
every step. The commitment to cater to every specific demand has always driven the
company to stretch its horizon and deliver customer delight which is it's formula for
success.
OUR VISION
 In building a business world without boundaries the company is venturing out into the
avenues of Agri-based manufacturing and Automobile Industries in Cuddalore district.
The company follows guidelines of people management by providing healthy and
prospective growth avenues.
OUR QUALITY
 Quality has always been the central value of the GRK Estates. Quality is our highest
mission. We always pursue it, because it is our core promise to GRK clients a promise we
keep. We are quality conscious when it comes to employees, products and processes.
Therefore, we show excellence in everything we do.
25
BASIC WORK PROCEDURES:
 Office timing 9.30AM to 6.30PM for back office staffs and sales team as per the
customer movement in evening time.
 For half day working timing will be 9.30 AM to 2PM or 2PM to 6.30 PM.
 Attendance will be calculated based on your finger punch timing or else consider as
absent.
 Lunch timing 1 PM to 2PM.
 Also if no finger punch on lunch timing will be consider as half day LOP.
 Your leave & compensatory off details should be written in leave card after the next day
of your leave.
 1 hour monthly permission will be provided as a grace time if extended to more than 1
hour will be consider as half day LOP.
 Your Salary will be given every month of 7h.
 Salary will be given only if the staffs present on 7 continuous working days.(for ex:
March salary on April 7th[7 continuous working days from April 15 to 7th April to get
march salary or if 2 days absent within the date of 1" to 7th April salary will be on 9th
April]
 Permission or leave has to be intimate to HR, SM & concerned TL either through SMS or
Call before 9 AM.
 ESI, PF and petrol allowance will be included in salary.
 CL will be given after 6 months from your date of joining.
 Based on your 6 to 8 months performance we will provide the uniform, ID card, name tag
& mobile allowance.
 Clean and neatly shaved face.
 Full Hand Shirt buttoned.
 Shirt and Pant both ironed with neatly tugged in.
 Black Executive Shoes with neatly polished.
 Please avoid maximum personal calls inside the showroom.
 If a staff leaves employment before 8 months period they have to bare the uniform
cost,Training Expenses, ID card, and Name Tag.
26
 Don't use computer for your personal usage (internet, using pen drives, downloading
songs)
 Wish all your sub-ordinates & Superiors
 Don't collect cash from customer from field as a DSE also inform customer to pay to
cashier
 If any issues or queries speak to HR, SM or internal Trainer.
 Carry sales kit at all times
 Keep the certificate acknowledgement copy safely. Acknowledgement missing will not
be accepted.
 Don't speak unwanted things against management inside and outside of our dealership.
 1 month notice period has to be given before your relieving.
 At any circumstances don't leave the job without intimation.
 Avoid giving fake commitment to the customer.
 Respect customers at all times.
 Park vehicle properly inside of our showroom.
 Don't chew while talking to the customers & superiors.
 Do not split chewing gum inside of the bathroom.
 Internal affection should be prohibited.
27
CHAPTER-4
DATA ANALYSIS AND
INTERPRETATION
CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION
TABLE NO: 4.1

TABLE SHOWING THE AGE OF EMPLOYEES
AGE NO OF RESPONDENTS PERCENTAGE

Below25 32 39%
25-35 28 34%
35&above 22 27%
Total 82 100%
SOURCE: Primary data
CHART NO: 4.1
CHART SHOWING THE AGE OF EMPLOYEES
INFERENCE:
From the above table it is inferred that 39% of employees are below 25 years, 34% of
employees are between 25-35, 27% of employees are 35 & above.
28
TABLE NO: 4.2
TABLE SHOWING THE EDUCATIONAL QUALIFICATION OF EMPLOYEES
QUALIFICATION NO OF RESPONDENTS PERCENTAGE

12th 16 20%
Diploma 23 28%
UG 22 27%
PG 21 26%
Total 82 100%
CHART NO: 4.2

CHART SHOWING THE EDUCATIONAL QUALIFICATION OF EMPLOYEES
INFERENCE:
From the above table it is inferred that 20% of employees studied higher secondary, 28%
of employees studied diploma, 27% finished UG 26% completed PG.
29
TABLE NO: 4.3
TABLE SHOWING MARITAL STATUS OF EMPLOYEES
MARITAL STATUS NO OF RESPONDENTS PERCENTAGE

Single 35 43%
Married 47 57%
Total 82 100%
CHART NO: 4.3
CHART SHOWING MARITAL STATUS OF EMPLOYEES
INFERENCE:
From the above table it is inferred that 43% are unmarried 57% are married.
30
TABLE NO: 4.4
TABLE SHOWING SALARY RANGE OF EMPLOYEES
SALARY NO OF RESPONDENTS PERCENTAGE

Below 10,000 18 22%
10,000-20,000 44 54%
20,000&above 20 24%
Total 82 100%
TABLE NO: 4.4

CHART SHWOING SALARY RANGE OF EMPLOYEES
INTERFERENCE:
From the above table it is inferred that 22% of employees drawing salary Below Rs.10,000,
54% of employees getting between Rs. 10,000-20,000 and 24% of employees are getting Rs.
20,000 & above.
31
TABLE NO: 4.5
TABLE SHOWING THE EXPERIENCE OF EMPLOYEES
EXPERIENCE NO OF RESPONDENTS PERCENTAGE

Below 2yrs 38 46%
2-10yrs 39 48%
10yrs&above 5 6%
Total 82 100%
CHART NO: 4.5
CHART SHOWING THE EXPERIENCE OF EMPLOYEES
INTERFERENCE:
From the above table it is inferred that 46% of employees are below 2yrs of experience,
48% of employees are between 2yrs to 10yrs of experience and 6% of employees are 10yrs &
above of experience.
32
TABLE NO: 4.6
TABLE SHOWING CHANGES IN STRUCTURE OF ORGANIZATION
OPINION NO OF RESPONDENTS PERCENTAGE

Highly Satisfied 11 13%
Satisfied 33 40%
Neutral 14 17%
Dissatisfied 21 26%
Highly Dissatisfied 3 4%
Total 82 100%
CHART NO: 4.6
CHART SHOWING THE CHANGES IN STRUCTURE OF ORGANIZATON
INFERENCE:
From the above table it is inferred that 40% of employees are satisfied whereas 4% of
employees are highly dissatisfied with the change in structure of organization.
33
TABLE NO: 4.7
TABLE SHOWING ABILITY TO COPE UP WITH DEMANDS MADE BY
ORGANIZATION

Strongly Agree 11 13%
Agree 33 40%
Neutral 14 17%
Disagree 21 26%
Strongly disagree 3 4%
Total 82 100%
CHART NO: 4.7
TABLE SHOWING ABILITY TO COPE UP WITH DEMANDS MADE BY
ORGANIZATION
INFERENCE:
From the above table it is inferred that 40% of employees are agreed whereas 4% of employee
are strongly disagreed towards ability to cope up with the demand made by organization.
TABLE NO: 4.8
34
TABLE SHOWING FRUSTRATION TOWARDS JOB

Agree 17 21%
Neutral 17 21%
Disagree 16 20%
Total 82 100%
CHART NO: 4.8
CHART SHOWING FRUSTRATION TOWARDS JOB
INFERENCE:
From the above table it is inferred that 20% employees are disagreed where as 11% of
employees agreed with frustration towards job.
TABLE NO: 4.9
35
TABLE SHOWING HAPPINESS WITH COLLEAGUES

Strongly Agree 4 5%
Agree 10 12%
Neutral 22 27%
Disagree 18 22%
Total 82 100%
CHART NO: 4.9
CHART SHOWING HAPPINESS WITH COLLEAGUES
INFERENCE:
From the above table it is inferred that 34% of employees are strongly disagreed whereas,
27% of employees are moderate agreed towards happiness with employees.
TABLE NO: 4.10
36
TABLE SHOWING CURRENT SALARY PACAKGES OFFERED

Agree 13 16%
Neutral 19 23%
Disagree 17 21%
Total 82 100%
CHART NO:4.10
CHART SHOWING CURRENT SALARY PACKAGES OFFERED
INFERENCE:
From the above table it is inferred that 16% of employees are agreed whereas 21% of
employees are disagreed towards current salary package offered.
TABLE NO: 4.11
37
TABLE SHOWING EMPLOYEES THINKING ABOUT THE PROBLEM EVEN WHEN
THEY SUPPORT TO BE RELAXING

Agree 14 17%
Neutral 18 22%
Disagree 14 17%
Total 82 100%
CHART NO: 4.11
CHART SHOWING EMPLOYEES THINKING ABOUT THE PROBLEM EVEN WHEN
THEY SUPPORT TO BE RELAXING
INFERENCE:
From the above table it is inferred that 16% of employees are strongly agreed whereas 28% of
employees disagreed towards thinking about the problems when to be relaxing.
TABLE NO: 4.12
38
TABLE SHOWING DIFFICULTIES TO MEET TOO MANY DEADLINES IN WORK

Agree 18 22%
Neutral 15 18%
Disagree 14 17%
Total 82 100%
CHART NO: 4.12
CHART SHOWING DIFFICULTIES TO MEET TOO MANY DEADLINES IN WORK
INFERENCE:
From the above table it is inferred that 18% of employees are moderately agreed whereas 33%
of employees are disagreed towards difficulties to meet too many deadlines in work
.
TABLE NO: 4.13
39
TABLE SHOWING EMPLOYEES MENTALITY REGARDING URGENCY IN WORK

Agree 24 29%
Neutral 12 15%
Disagree 8 10%
Total 82 100%
CHART NO: 4.13
CHART SHOWING EMPLOYEES MENTALITY REGARDING URGENCY IN WORK
INFERENCE:
employees are disagreed towards employee mentality regarding urgency in work.
TABLE NO: 4.14
40
TABLE SHOWING NOT HAVING ENOUGH TIME TO GET EVERYTHING DONE
ON THE JOB

Agree 27 33%
Neutral 18 22%
Disagree 6 7%
Total 82 100%
CHART NO: 4.14
CHART SHOWING NOT HAVING ENOUGH TIME TO GET EVERYTHING DONE
ON THE JOB
INFERENCE:
employees are disagreed towards not having enough time to get everything done on the job.
TABLE NO: 4.15
41
TABLE SHOWING WORKLOAD IS TOO HEAVY

Agree 9 11%
Neutral 20 24%
Disagree 21 26%
Total 82 100%
CHART NO: 4.15
CHART SHOWING WORKLOAD IS TOO HEAVY
INFERENCE:
employees are strongly disagreed towards workload is too heavy.
TABLE NO: 4.16
42
TABLE SHOWING DO NOT UNDERSTAND THE RESPONSIBILITIES IN
PERFORMING THE JOB

Agree 8 10%
Neutral 21 26%
Disagree 19 23%
Total 82 100%
CHART NO: 4.16
CHART SHOWING DO NOT UNDERSTAND THE RESPONSIBILITIES IN
PERFORMING THE JOB
INFERENCE:
From the above table it is inferred that 23% of employees are disagreed whereas 26%
employees are moderately agreed towards do not understand the responsibilities in performing
the job.
TABLE NO: 4.17
43
TABLE SHOWING EMPLOYEES UNDERSTANDING TO GET THEIR JOB DONE
OPINON NO OF RESPONDENTS PERCENTAGE

Strongly Agree 7 9%
Agree 12 15%
Neutral 20 24%
Disagree 17 21%
Total 82 100%
CHART NO: 4.17
CHART SHOWING EMPLOYEES UNDERSTANDING TO GET THEIR JOB DONE
INFERENCE:
From the above table it is inferred that 15% of employees are agreed, whereas 21% of
employees are disagreed towards employees understanding to get their job done.
TABLE NO: 4.18
44
TABLE SHOWING CONFLICTING JOB REQUESTS FROM
CO-WORKERS

Agree 16 20%
Neutral 19 23%
Disagree 17 21%
Total 82 100%
CHART NO: 4.18
CHART SHOWING CONFLICTING JOB REQUESTS FROM
CO-WORKERS
INFERENCE:
From the above table it is inferred that 23% of employees are moderately agreed whereas
10% employees are strongly agreed towards job request from co-workers.
TABLE NO: 4.19
45
TABLE SHOWING JOB REQUESTS FROM ADMINSTRATOR WORKERS ARE
OFTEN CONFLICTING

Agree 13 16%
Neutral 20 24%
Disagree 13 16%
Total 82 100%
CHART NO: 4.19
CHART SHOWING JOB REQUESTS FROM ADMINSTRATOR WORKERS ARE
OFTEN CONFLICTING
INFERENCE:
From the above table it is inferred that 24% of employees are moderately agreed whereas
13% of employees are strongly agreed towards job requests from administrator workers are often
conflicting.
TABLE NO: 4.20
46
TABLE SHOWING HARD TO REMEMBER THINGS

Never 22 27%
Rarely 31 38%
Sometimes 15 18%
Often 10 12%
Always 4 5%
Total 82 100%
CHART NO: 4.20
CHART SHOWING HARD TO REMEMBER THINGS
INFERENCE:
From the above table it is inferred that 18% of employees are sometimes, whereas 5% of
employees are always with hard to remember things.
TABLE NO: 4.21
47
TABLE SHOWING HARD TO GET TO SLEEP

Never 9 11%
Rarely 24 29%
Sometimes 27 33%
Often 17 21%
Always 5 6%
Total 82 100%
CHART NO: 4.21
CHART SHOWING HARD TO GET TO SLEEP
INFERNCE:
From the above table it is inferred that 33% of employees are sometimes, whereas 21% of
employees are often with hard to get to sleep.
TABLE NO: 4.22
48
TABLE SHOWING FEELINGS OF HEALTH IMPAIRMENTS

Never 7 9%
Rarely 18 22%
Sometimes 25 30%
Often 15 18%
Always 17 21%
Total 82 100%
CHART NO: 4.22
CHART SHOWING FEELINS TO HEALTH IMPAIREMNTS
INFERNENCE:
From the above table it is inferred that 30% of employees are sometimes, whereas 18%
employees are always have feelings to health impairments.
TABLE NO: 4.23
49
TABLE SHOWING CONCENTRATION AT WORK
ATTITUDE LEVEL NO OF RESPONDENTS PERCENTAGE

Yes 51 62%
No 31 38%
Total 82 100%
CHART NO: 4.23
CHART SHOWING CONCENTRATION AT WORK
INFERENCE:
From the above table it is inferred that 62% of employees are satisfied towards concentration
at work and 38% of employees are dissatisfied of concentration at work.
TABLE NO: 4.24
50
TABLE SHOWING FINISHING JOB BEFORE DEADLINE

Yes 54 66%
No 28 34%
Total 82 100%
CHART NO: 4.24
CHART SHOWING FINISHING JOB BEFORE DEADLINE
INFERENCE:
From the above table it is inferred that 66% of employees are satisfied towards finishing job
before deadline and 34% of employees are dissatisfied of finishing job before deadlines.
TABLE NO: 4.25
51
TABLE SHOWING WHICH REDUCE STRESS

Meditation 18 22%
Counseling 24 29%
Sports & Games 35 43%
Others 5 6%
Total 82 100%
CHART NO: 4.25
CHART SHOWING WHICH REDUCE STRESS
INFERENCE:
From the above table it is inferred that 43% of employees prefers Sports&Games, 29% of
employees prefers Counseling.
TABLE NO: 4.26
52
TABLE SHOWING SATISFACTION OF BREAK HOURS

Yes 47 57%
No 35 43%
Total 82 100%
CHART NO: 4.26
CHART SHOWING SATISFACTION OR BREAK HOURS
INFERENCE:
From the above table it is inferred that 57% of employees are satisfied towards break hours
and 43% of the employees are dissatisfied of break hours.
TABLE NO: 4.27
53
TABLE SHOWING RECREATIONAL FACILITIES

Strongly Agree 7 9%
Agree 17 21%
Neutral 21 26%
Disagree 25 30%
Total 82 100%
CHART NO: 4.27
CHART SHOWING THE RECREATIONAL FACILITIES
INFERENCE:
From the above table it is inferred that 21% of the employees are agreed, whereas 15% of the
employees are strongly disagreed.
TABLE NO: 4.28
54
TABLE SHOWING SATISFACTION LEVELS OF PROMOTION & INCREMENTS
SYSTEM

Satisfied 23 28%
Neutral 16 20%
Dissatisfied 22 27%
Total 82 100%
CHART NO: 4.28
CHART SHOWING SATISFACTION LEVELS OF PROMOTION&
INCREMENTS SYSTEM
INFERENCE:
From the above table it is inferred that 28% of the employees are satisfied, whereas 20% of
the employees are moderately agreed with satisfaction of promotion & increment system.
TABLE NO: 4.29
55
TABLE SHOWING SATISFACTION LEVEL OF TECHNNIQUES OF THE COMPANY

Satisfied 24 29%
Neutral 24 29%
Dissatisfied 14 17%
Total 82 100%
CHART NO: 4.29
CHART SHOWING SATISFACTION LEVEL OF TECHNIQUES OF THE COMPANY
INFERENCE:
From the above table it is inferred that 29% of the employees are satisfied, whereas 17% of
the employees are dissatisfied with the satisfaction level of techniques of the company.
56
TABLE NO: 30
ANALYSIS OF EMPLOYEES HARD TO SLEEP AND HEALTH IMPAIREMENTS
(Using Correlation)
Hard to sleep 9 24 27 17 5
Healthh 7 18 25 15 17
Impairments
Correlation Table:
X Y XY X2 Y2
9 7 63 81 49
24 18 432 576 324
27 25 675 729 625

17 15 255 289 225
5 17 85 25 289
ƩX=82 ƩY=82 ƩXY=1510 ƩX2=1512 ƩY2=6724
FORMULA:
nƩXY-ƩXƩY
r= ⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻
√[nƩX2 -(ƩX)2] √[nƩY2-(ƩY)2]
82(1510)-(82)(82)
r = ⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻ ⸻ ⸻
√(82)(1510) -(6724) √(82)-(1512)-6724
57
123830-6724
r = ⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻
√(123830 -6724) √(123984-6724)
117096
r = ⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻
√(117096) √(117260)
117096
r = ⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻⸻
117177.9713
r= 0.999
INFERENCE:
From the above table it is inferred that a Pearson product- moment correlation on individual
finding are to hard to sleep and causes of health impairments
The relation between respondent hard to sleep and there feelings towards any health
impairments was investing using Pearson product moment correaltion coefficient there was a
strongly positive significant correlation between two variables r= 0.999, n= 82, p<0.05.
58
TABLE NO: 4.31
ANALYSING THE ASSOCIATION BETWEEN THE EMPLOYEES AGE AND
FINISHING JOBS BEFORE DEADLINE.
(Chi - Square)
HYPOTHESIS:
Null Hypothesis:
H0: There is no association between employees age and finishing jobs before deadlines.
Alternate Hypothesis:
H1: There is association between employees age and finishing jobs before deadlines.
Case Processing Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
AGE OF
EMPLOYEES *
82 100.0% 0 0.0% 82 100.0%
FINISHING JOB
BEFORE DEADLINE
59
AGE OF EMPLOYEES * FINISHING JOB BEFORE DEADLINE
CROSSTABULATION
COUNT FINISHING JOB Total

BEFORE DEADLINE
Yes No
Below25 18 14 32
25-35 21 7 28
AGE OF
EMPLOYEES
35&above 15 7 22
Total 54 28 82
60
CHI-SQUARE TESTS
Value Degree of Asymp. Sig.

freedom (2-sided)
Pearson Chi-Square 2.407a 2 .300
Likelihood Ratio 2.416 2 .299

Linear-by-Linear
1.070 1 .301
Association
N of Valid Cases 82
INFERRENCE:
A Pearson Chi - Square test, it is used for final realationship between age 3 groups(group1:
Below 25; group2 25-35; group3 35&above) and job deadlines 2 groups (group1:Yes; group2:
No).
From the above table we can see that x(1)= 2.407,P=0.300
Thua H0, null hypothesis has been accepted and Ha, alternative hypothesis rejected.
There is no association between employee’s age and they finished the job before deadlines.
61
CHAPTER-5
FINDINGS, SUGGESTIONS
AND CONCLUSIONS
CHAPTER-V
FINDINGS, SUGGESTIONS AND CONCLUSIONS
5.1 FINDINGS OF THE STUDY
FINDINGS OF THE STUDY
 It is inferred that majority of 39% of the respondents are Below 25 age people.
 It is inferred that majority of 28% of the respondents are Diploma qualfied.
 It is inferred that majrity of 57% of the respondents are married.
 It is inferred that maojrity of 54% of the respondents are earning 10,000-20,000 per month.
 It is inferred that maojrity of 48% of the respondents are having 2-10 yrs experience.
 It is inferred that maojrity of 40% of the respondents are satisfied with changes in the
structure of the organization
 It is inferred that majority of 40% of the respondents are satisfied with ability to cope with
demands made by organization.
 It is inferred that majority of 28% of the respondents are strongly disagreed with frustration
towards job.
 It is inferred that majority of 34% of the respondents are strongly disagreed with happiness
with colleagues.
 It is inferred that majority of 30% of the respondents are strongly disagreed with the salary
packages offerd.
 It is inferred that majority of 28% of the respondents are strongly disagreed with about the
problem even when they support to be relaxing.
 It is inferred that majority of 33% of the respondents are strongly disagreed with difficulties
to meet too many deadlines in work.
62
 It is inferred that majority of 30% of the respondents are strongly agreed with mentality
regarding urgency in work.
 It is inferred that majority of 33% of the respondents are agreed with not having enough time
to get everthing done on the job.
 It is inferred that majority of 27% of the respondents are strongly disagreed with workload is
too heavy.
 It is inferred that majority of 30% of the respondents are strongly disagreed with do not
understanding the responsibilities in performing the job.
 It is inferred that majority of 32% of the respondents are strongly disagreed with
understanding to get their job done.
 It is inferred that majority of 27% of the respondents are strongly disagreed with conflicting
job requests from co workers.
 It is inferred that majority of 30% of the respondents are strongly disagreed with job requests
from administration workers are often conflicting.
 It is inferred that majority of 38% of the respondents are rarely hard to remember things.
 It is inferred that majority of 33% of the respondents are sometimes hard to get to sleep.
 It is inferred that majority of 30% of the respondents feelings of health impairmets.
 It is inferred that majority of 62% of the respondents are having full concentration on work.
 It is inferred that majority of 66% of the respondents are finishing job before deadline.
 It is inferred that majority of 43% of the respondents are said sports & games will reduce
their stress level.
 It is inferred that majority of 57% of the respondents are satisfied with the break hours
provided.
63
 It is inferred that majority of 30% of the respondents are disagreed with recreational
facilities.
 It is inferred that majority of 28% of the respondents are satisfied with levels of promotion
& increment system.
 It is inferred that majority of 29% of the respondents are satisfied with level of tecniques of
the company.
64
5.2 SUGGESTION
 The Management can take care of the employees to reduce the level of stress in the
organization by giving counselling and guidance.
 The Organization can encourage good interpersonal relationship among employess by
managing conflicts.
 The Organisation can provide yoga programmes for the employees to reduce the level of
stress.
 It is Found that employees health gets affected when they are in stress. Hence it is
suggested to management to provide facilities to play indoor game and to arrange tour
programmes for stress relief.
65
5.3 CONCLUSION
From this study it was found that employees at SCHAKRALAYA MOTORS
CUDDALORE, have some sort of stress in all areas of the organizational functions such as
work load, conflicting job request, facing too many deadlines in work and not having enough
time to complete work.Organization must begin to manage people at work differently, treating
them with respect and valuing their contribution. If we enhance the psychological well being and
health of the employees. However the employees can reduce the stress by the way practicing
meditation, yoga and other programs if the organization facilitates such programmes at the
company premises.
The organization should study the performance analysis of every individual and arrange
necessary trainings in the required field of activities and make the employees feel confident of
doing their job to the perfection. As per the performance analysis, the employee's capacity of
doing a job should be analyzed and appropriate workload shall be given to the employees.
66
ANNEXURE-I
BIBLIOGRAPHY
BIBILIOGRAPHY
BOOK
Prasad, L. M. (2020). Principles and practice of management. Sultan Chand & Sons.
Gupta, S. P., & Gupta, M. P. (2009). Business Statistics. Sultan Chand & Sons, New Delhi.
Flippo, E. B. (1976). Principles of personnel management. McGraw-Hill..
Vittal, P. R., & Malini, V. (2007). Statistical and numerical methods.
JOURNALS
 Kumar, S. (2012). Job stress at work place-an insight. ACADEMICIA: An International
Multidisciplinary Research Journal, 2(4), 162-167
 Yadav, V. L. (2012). Stress in women and its management by positive attitude.
ACADEMICIA: An International Multidisciplinary Research Journal, 2(9), 123-130.
 Grove, C. (2004). The measurement of levels of work stress in individuals employed in an
organisation undergoing change (Doctoral dissertation, University of Johannesburg).
 Chin, Y. F. M., Ismail, A., Ahmad, R. H., & Kuek, T. Y. (2012). The impacts of job stress
characteristics on the workforce-organizational social support as the moderator. South Asian
Journal of Marketing & Management Research, 2(3), 1-20.
 Fariselli, L., Freedman, J., Ghini, M., & Valentini, F. (2008). Stress, emotional intelligence,
and performance in healthcare. Retrieved December, 2, 2009.
 Kumar, K. S. (2012). Job stress in private banks: a study with respect to causes and
consequences. South Asian Journal of Marketing & Management Research, 2(4), 234-247
67
Web sites
http://www.studymode.com
http://www.mindtools.com
http://www.safety.com
http://www.angbfrenchtextiler.com
68
ANNEXURE-II
QUESTIONNAIRE
QUESTIONNAIRE
Age group :
a) Below 25( ) b) 25-35( ) c) 35&above( )
Educational qualification :
a) 12th( ) b) Diploma ( ) c) UG( ) d) PG( )
Marital status :
a) Married( ) b) Single( )
Salary :
a) Below 10,000( ) b) 10,000-20,000( ) c) 10yrs &above( )
Experience :
a) Below 2yrs( ) b) 2-10yrs( ) c) 10yrs &above( )
69
STRESS LEVEL OF THE EMPLOYEES
1) What do you feel about the changes in the structure of working organization?
a) Highly Satisfied b) Satisfied c)Neutral
d) Dissatisfied e) Highly Dissatisfied
2) Do you able cope with demands made by the organization?
a) Strongly Agree b) Agree c)Neutral
d) Disagree e) Strongly Disagree
3) Do you frustrated toward job?
4) Are you find yourself happy with your colleagues?
5) Are you satisfied with the current salary packages offered?
6) Do you found yourself thinking about problemeven when you are support to be
relaxing?
70
7) Do you are that there are too many deadlines in your work / life that are difficult to
meet?
MAJOR SOURCES AND CAUSES OF STRESS:
1) I have to work very fast on the job?
2)I don't have enough time to get everything done on the job?
3) The work load on my job is too heavy?
4)I don't know what my responsibilities are in performance my job?
5) I know exactly what is expected of me in my job?
71
6)I know how to get my job done?
7)I get conflicting job requests from my co workers?
8)Job requests from my administrator and co workers are after conflicting?
IMPACT OF JOB STRESS:
1) Do you find it hard to concentrate or remember things?
a)Never b) Rarely c) Sometimes
d) Often e)Always
2) Do you find it hard to get to sleep or stay asleep?
d) Often e)Always
3) Do you feel any health impairments?
d) Often e)Always
4) Will you able to concentrate on your work?
a) Yes b) No
72
5) Are you finishing your jobs before deadlines ?
a) Yes b) No
SUGGESTIONS
1) Among there which will reduce your stress more efficiently?
a) Meditation b) Counseling
c) Sports & Games d) Others
2) Are you satisfied by break-hours provided by company?
a) Yes b) No
3) Are you satisfied by recreational facilities provided by company?
4) How do you feel about the promotion & increments system of the organization
5) How do you feel about motivation techniques provide by company?
73

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TABLE OF CONTENTS

CHAPTERS TITLE PAGE NO

INTRODUCTION AND RESEARCH DESIGN 1-7

1.2 Statement of problem 8

1.3 Objectives of study 9

I 1.4 Scope of the study 10

1.5 Limitation of the study 11

1.6 Research methodology 12-14

II REVIEW OF LITERATURE 15-19

CONCEPTUAL FRAMEWORK 20-27

3.1 Industry profile 20-22

III 3.2 Company profile 23-25

IV DATA ANALYSIS AND INTERPRETATION 28-61

FINDINGS, SUGGESTIONS AND CONCLUSION 62-66

5.1 Findings 62-64

ANNEXURE-I Bibliography 67-68

ANNEXURE-II Questionnaire 69-73

TABLE NO TABLES PAGE NO

4.2 Table showing the educational qualification of employees 29

4.3 Table showing marital status of employees 30

4.5 Table showing the experience of employees 32

4.6 Table showing changes in structure of organization 33

4.9 Table showing happiness with colleagues 36

4.10 Table showing current salary packages offered 37

4.13 Table showing employees mentality regarding urgency in work 40

4.15 Table showing workload is too heavy 42

4.16 Table showing do not understanding and the responsibilities in 43

4.17 Table showing employees understanding to get their job done 44

4.20 Table showing hard to remember things 47

4.21 Table showing hard to get to sleep 48

4.22 Table showing feelings of health impairments 49

4.23 Table showing concentration at work 50

4.24 Table showing finishing job before deadline 51

4.25 Table showing which reduce stress 52

4.26 Table showing satisfaction of break hours 53

4.27 Table showing the recreational facilities 54

4.28 Table showing satisfaction levels of promotion & increments 55

4.29 Table showing satisfaction of techniques of the company 56

4.30 Analysing of employees hard to sleep and health impairments 57-58

finishing jobs before deadlines

4.2 Chart showing the educational qualification of employees 29

4.3 Chart showing marital status of employees 30

4.5 Chart showing the experience of employees 32

4.6 Chart showing changes in structure of organization 33

4.9 Chart showing happiness with colleagues 36

4.10 Chart showing current salary packages offered 37

4.13 Chart showing employees mentality regarding urgency in work 40

4.15 Chart showing workload is too heavy 42

4.16 Chart showing do not understanding and the responsibilities in 43

4.17 Chart showing employees understanding to get their job done 44

4.20 Chart showing hard to remember things 47

4.21 Chart showing hard to get to sleep 48

4.22 Chart showing feelings of health impairments 49

4.23 Chart showing concentration at work 50

4.24 Chart showing finishing job before deadline 51

4.25 Chart showing which reduce stress 52

4.26 Chart showing satisfaction of break hours 53

4.27 Chart showing the recreational facilities 54

4.28 Chart showing satisfaction levels of promotion & increments 55

4.29 Chart showing satisfaction of techniques of the company 56

Behr and Newman

How to reduce, prevent and cope up with stress

1.6.1 Sample Size