Professional Documents
Culture Documents
Stress Management
Stress Management
livery employee feels work-related stress. That's normal. Complaining about it is normal too. Many employers take it in stride that they complain about their jobs, their bosses, their coworkers. So is that occasional outburst that just releases enough pressure to allow you to calm down and get back to work.
Workplace stress has been on human resource professional's radar for years. But management considered the solution as soft stuff. A few execs threw HR a bone and agreed to offer "warm and fuzzy feel-good" training as long as it didn't interfere with business or cost too much. Others expected employee's just too tough it out. What many HR and organizational professionals knew for years - workplace stress is not only a major obstacle to continuous improvements in productivity, but the root cause of much of the increase in workplace health care costs. To confirm the connection, all you have to do is watch and listen to workers and the link between the bottom line and chronic stress is obvious. The psychological importance or salience of the job role may intensify relationships between employee stressors and employee health. Therefore, this study tested the moderating influence of employee stressors, due to involvement of the employee on the relationships of work pressure, lack of autonomy, and role ambiguity to depression, physical health, work life balance etc.
Area under cultivate : 12.17 lakhs area Under forest : 9.17 lakhs area
The population of warangal district is 75 lakhs (approx) according to 2008 census. Amount 60% of the population depends on agriculture for their livelihood. It also had forest areas, with a range of 3.2lakhs hectares.
In Warangal district, different types of cattle breed will found. There are certain types of buffaloes in this district according to the animal husbandry department the total number of buffaloes living in warangal district are 312284 apart from production of milk, cattle are used for agricultural purpose.
There is a dairy plant in warangal city and fine milk chilling centers at narsampet, chiityah thorrur, mulug and jangoan. These milk chilling centers collect milk from collection centers in the villages. The collected milk is chilled at the concerned chilling centers and is transported to the Vijaya dairy is marketed to the milk at consumer in the tri-citv of warangal,hanamkonda and kazipet in the form of distribution.
In Vijaya dairy, organization attempt to procure and distribute milk in the year 1968. Milk supply union of farmers of warangal district have form in organized cooperative sector under the intensive milk supply scheme. These activities were looked after b\ the state government department of agriculture and animal husbandry under this scheme a medium size dairy was sanctioned with a capacity of 12,000 liters per day. When the state government has established the dairy development in the year 1970. Warangal dairy has brought under its shadow. Again when the state government established ANDHRA PRADESH DAIRY DEVELOPMENT CO-OPERATIVEM (APDDC LTD) Vijaya dairy came under their control. As the government of ANDI IRA PRADESH has decided to implement operation in the state, Andhra pradesh organition structure of AFDDC ltd was changed. Therefore APDDC converted into" ANDHRA PRADESH DAIRY
DEVELOPMENT CO-OPERATIVE FEDERATION" (APDDCF ltd) from 1981 onward. At present warangal is under the super vision and control of APDDCF ltd.
To meet the requirement of producer's as well as consumer's in warangal city a bulk cooler is installed at that period with installation of cooler, milk supply to the Warangal town was started on 10,h march 1969. The construction of building and installation of plant and machinery was completed in 1971 dairy inaugural ceremony of Vijaya dairy was held in September 1971, it is spread over an area of 5 acres and 24 guntas. The cost of construction was more than rs 20 lakhs. At initial stages milk was supplied in bottles using a pressing machine. In may 1972 an automatic bulk machine with a capacity of 5.800 bottles per hour was installed. In year 1982 the pre-pack machine was installed and milk is now being supplied in polythene sachets. At present these arc two pre-packed machines functioning each with a capacity of 5000 milk sachets per hour. The milk in warangal is being distributed through 98 booths spread over the tri-city of Warangal. In addition to this, milk is also being supplied on credit to 20 institution, like hospitals, hotels, railways canteens, and central jail etc. relating to this Vijaya dairy has three dairy parlors for selling milk products like whole milk powder, flavoured milk, ghee, butter, cheese etc at present vijaya dairy is also having the machine for packing the ghee in tins and packets.
Purchased section
Collected milk from the various milk farmers will under go test of quality is the researcher will do a scientific test with the help of equipment and chemicals to findout the fat and snf percentage in the milk . faking into consideration the fat and snf percentage found in the milk, the amount will be settled to that former.
Every milk chilling center has one laboratory section for this purpose, to test the fat and s.n.f content in the milk.
After the test, the milk will brought down to regional milk dairy for further process.
In this whole process 8 members were involved apart from the production of milk, butter milk and ghee also produced in vijaya dairy.
Transportation is carried and over by inviting tender's from distributor's by giving notices after selecting the different transporters the department will allow them according to route wise and will settle their payment depending on the distance traveled by them.
To provide a good market for the rural as well as urban milk producers. To create awareness among the consumer's about Vijaya brand milk Supply of pasteurized milk to the people of warangal, hanamkonda, and kazipct at a reasonable price. To increase the sales by improving the quality of Vijaya brand milk. To avoid the distance and make the consumer's are convenient. To educate the people to buy standard milk (Vijaya) through advertisement and marketing.
manufacturing of edible products. The Ministry of Food processing of Government of India includes the following part of the industry. Dairy, Fruits & Vegetable processing Grain processing Meat & Poultry processing Fisheries Consumer foods including packaged foods, beverages and packaged drinking water.
Which the industry is large in size, it is still at a no scent stage in terms of development of the countrys total agriculture and food produce only 2 percent goes into processing for value addition. The highest share of processed food is in the dairy sector, where 37 percent of the total produce is processed.
In the diary sector, most of the processing is done by the unorganized sector, Though the share of organized sector is less than 15 percent, it is expected to rise rapidly Among the milk products manufactured by the organized sector are ghee , butter , cheese, ice-creams, milk powders malted milk food , condensed milk and infant foods .
fact that over 65 percent of countrys Population depends upon agricultural activity for livelihood The Industry government efforts have been to focus on commercialization and value addition of raw agricultural produce, minimize pre/post harvest wastage, generate employment and export growth in this sector through a number of regulatory and fiscal incentives.
The importance of dairy development in India was recognized internationlally in the holding of the 58 th Annual session of the International (I.D.C.) at New Delhi in 1974 . The 19 th international dairy congress was a particular significance to India as its main theme was dairying as an instrument of social economic change.
It is heartening to note that the milk production and per capital availability of milk is showing increasing trend . The effect and impact of white Revolution have been felt in many milk shed regions of the country . Due to the positive policy changes in the dairy sector, the country has attained self-sufficiency in milk production .
INSTITUTIONAL SUPPORT TO CO OPERATIVE DAIRYING INDIAN DIARY CORPORATION . The Indian dairy corporation (I.D.C.) was setup under companies act, on 13 th February , 1970 . It is a Government of India under taking, the immediate need to setup IDC was to handle the popularly known as Operation Flood. Thus it became mainly a financing cum promotional agency of the Central Government . The Main Objectives of Indian Dairy Corporation . 1 . To promote dairy industry on the countrs . 2. To assist the state Government and other organization including co-operative societies interested in the promotion of dairy industry to meet the requirement of milk and milk products 3. To provide a package of technical inputs for enhancement of milk production . 4. Resettlement of city based cattle in the rural areas . 5. To assist in expanding the capacity and operations of exisiting dairies in areas. National Dairy Development Board (NDDB) : At the time of inauguration of cattle feed factory at Kanjari in October, 1964, the late Lal Bahadur Shastri, the Prime Minister of India made an unscheduled visit to milk production Co operative Society and stayed there overnight . He was impressed by the socio economic changes brought by milk Co-Operative in Kaira District, and desired to have a National Dairy Development Board is the Chief Executive of the Organisation who is supported by professionals to carry out boards activities . big cities and rural
ANAND PATTERN DAIRY DEVELOPMENT The formation of Anand Pattern of milk Co-operative was landed with the organization of the Kaira District Co operative milk produces union limited at Anand .In this pattern, the functions of dairying milk production . Procurement processing and marketing are controlled by milk producers themselves .
KAIRA DISTRICT CO OPERATIVE MILK PRODUCERS UNION LIMITED (A.M.U.L) Amul symbolizes the successful struggle of Kaira District farmers to earn a fair price for their products . It reached it climax in 1945 . The milk was then collected by a private trader Mr. Pestonji Edurji person through contractors for Bombay milk scheme .
Every milk producers can become a member of the Co-operative society . At a general meetings of members, representatives are selected to from a managing committee, which manager the day to affairs to milk collection and its testing concept, sold cattle feed . Each society also provides Artificial Insemination (A.I) services and veterinary first aid . FUTURE FOCUS India is the largest producer of milk in the world. Milk and milk products accounts for a significant 17 percent of Indias total expenditure on food . Indias total milk production is projected to grow to 108 million tones by end of 2007 according to the tenth five year plan estimates . India is on the verge of assuming an important position in the global dairy industry . The 50,000 tonnes branded butter market, valued at US $ 133 million is estimated to be growing at 8 10 percent per annum . The chase market is estimated to be US $ 110million in value terms and an estimated 54000 tonnes in volume terms, and has been growing at a compounded annual growth rate (C.A.G.R.) of 8 9 percent during 1999 -2003. The growth in urban areas has been higher at about 15 per annum . The ice cream market in India is estimated to be about US $ 199 million per annum .
A few corporate players, including MNCs, are now focusing on this market . For example , Nestle and Britannia have forayed into emerging segments such as Ultra Heated Treatment (U.H.T0 and flavored milk. Ultra Heat Treated (U.H.T) milk is becoming popular and the market is estimated at US $ 33.4 million (Rs. 1.5 billion).
The growth and future potential in the dairy sector have resulted in significant investments into this sector in the last decade. Total investment in the dairy sector during 1991 2002 was around .US $ 3.3 billion, of which foreign investment was of US $ 245.5 million. Current consumer trends like increasing urbanization indicate that this segment will continue to be attractive in the future.
DAIRY INDUSTRY IN ANDHRA PRADESH In Andhra Pradesh, agriculture is the major activity and the dairy industry has a natural link with it as it is a complementary activity. The progressive farmers of Andhra Pradesh are known for their scientific and technological applications in the forms. In the initial stages, the dairy development was looked after by Ministry of Animal Husbandry but the responsibility was soon shifted to a Directrate. At that time of the industry was mostly in the hands of private individuals and the quality and price of milk was highly variable. A pilot project was started in 1961 and later the milk projects at Hyderabad and Vijayawada came into existence with the gift of milk processing units from UNICEF. These projects gave a new turn to the industry and soon chilling centers were established in Krishna District. Later Co Operative dairies were started in Nellore, Chittoor, Warengal and Karunool.
Dairy development department became a part of Ministry of Agriculture and Food at the state level and the activities of the Central dairy. A.P. Dairy Development Co-operation Limited The genesis: A State wide enterprise of Co Operative for dairy development , the Andhra Pradesh Dairy Development Co Operative Federation (A.P.D.D.C.F.). as an enterprise of one million farmers for dairy development, had its genesis in 1981, with a three tier Co- Operative Structure .
Objectives :
To Organize Co Operatives of Milk producers at Village and district levels . Provide essential inputs to enhance milk production feed and fooder production . Grass breeding programs, Veterinary aid , and take up development programs to provide effective leadership and management skills to the milk producers to help them manage own 9200 Co Operative .
Development infrastructure for processing of milk and manufacture of dairy products and market wholesome and quality milk and products . Fulfill the consumer needs of liquid mild milk products in the state . Develop new products and packaging lines in time with the changing scenario of consumer market and needs. Integrate dairy development with overall rural development efforts and provide greater employment to the rural poor .
APDDCF AT A GLANCE District Milk Unions Milk sheds Milk product Factories District Dairies Major Dairies Milk Chilling Centers Chilling Capacity Processing Capacity Milk Products Factories District Dairies Major Dairies Total Processing Capacity Milk Collection Rutes Milk Producers Co O. Societies Milk Producers Associations Milk Collection Centers Turnover 1999 - 00 17.50 LLPD 3.24 LLPD 3.50 LLPD 24.24 LLPD 421. 4270. 4958 9228 637.43 Crores 10 5 7 9 2 63 11.37 LLPD
EMPLOYEE STRESSORS
INTRODUCTION
Creating a high performance in organization is a popular theme in the training and development field. To survive in these competitive times, companies can't afford anything less. Creating a high performance organization requires understanding what factors influence performance. One of the most significant factors is stress.
Stress has been identified as one of the most common work-related perils of modern times. Previously it was considered to be limited to the developed countries, but with the turn of the century, it emerged as a global syndrome. Many organizations have also realized the cause and impact of employee stress and have initiated steps to combat workplace stress. Some organizations have gone beyond the work place and have been trying out innovative methods of handling employee stress caused by extra-organizational factors too.
Historically, stress has been viewed as an inevitable consequence of work life; or at most, a health care issue. Neither view begins to capture, just how costly this problem is to employers. Research shows that stress interferes with human intellectual, emotional, and interpersonal functioning. In fact, nearly every popular training and organizational development initiative is directly compromised by the intellectual, emotional, and interpersonal consequences of stress.
In workplaces where people are constantly afraid and insecure, employees are at risk of "numbing out" to protect themselves. This is seen in the blank faces of clerks, the lack of enthusiasm by front line workers, and in the remarkably insensitive ways managers and employees treat each other.
This numbing process affects far more than the interpersonal realm of organizational performance. It affects all aspects of decision-making, innovation, and safely. With their thinking impaired, people are at greater risk of causing serious mistakes and accidents. They are also obviously less likely to make wise decisions and create process improvements.
There have been many different definitions of what stress is, whether used by psychologists, medics, management consultants or others. There seems to have been something approaching open warfare between competing definitions: Views have been passionately held and aggressively defended.
What is stress?
Stress is defined as an organism's total response to environmental demands or pressures. When stress was first studied in the 1950s, the term was used to denote both the causes and the experienced effects of these pressures. More recently, however, the word stressor has been used for the stimulus that provokes a stress response. One recurrent disagreement among researchers concerns the definition of stress in humans. Is it primarily an external response that can be measured by changes in glandular secretions, skin reactions, and other physical functions, or is it an internal interpretation of. or reaction to, a stressor; or is it both? Now, the most commonly accepted definition of stress is that "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". Taber's Cyclopedia Medical Dictionary defined stress as "The result produced when a structure, system or organism is acted upon by forces that disrupt equilibrium or produce strain". Generally, stress is said to be human body's reaction to various organizational and social factors called as - Stressors. According to Oxford Dictionary it is defined as "pressure or worry caused by the problems in any ones life" Stress is people's natural reaction to excessive pressure and is experienced by everybody. When a person is faced with some kind of threat or alarm the bodyresponds with physiological changes such as raised heart rate and blood pressure, accelerated breathing and an increased flow of blood to the muscles. These changes can help the body to respond to the threat and overcome it. A useful definition is that stress is a "Demand made upon the adaptive capacities of the mind and body. If these capacities can handle the demand and enjoy the stimulation involved, then stress is welcome and helpful. If they can't and find the demand debilitating, then stress is unwelcome and unhelpful.
This definition is useful in three ways; (1) Stress can be both good and bad. (2) It isn't so much events that determine whether we're stressed or not. it is our reactions to them, and (3) The definition tells us that stress is a demand made upon the body's capacities. If our capacities are good enough, we respond well. If they aren't, we give way."
It is generally believed that some stress is okay (sometimes referred to as "challenge" or "positive stress"). You should not assume that stress is always a bad thing. Stress comes with work and family responsibilities and is unavoidable. It keeps us motivated and can provide a great sense of achievement once the stressful
Situation has passed. Stress also increases the level of energy and muscle tension in our body, improving our ability to concentrate and meet demands. Stress in these situations is the kind that helps you "rise" to a challenge and meet your goals such as deadlines, sales or production targets, or finding new clients. Some people would not consider this challenge a type of stress because, having met the challenge, we are satisfied and happy. However, as with most things, too much stress can have negative impacts. When the feeling of satisfaction turns into exhaustion, frustration or dissatisfaction, or when the challenges at work become too demanding, we begin to see negative signs of stress.
Stress is being experienced everywhere in the organization, like organizational stress, work related stress, work place stress, job related stress, employee stress, individual stress etc.
United States National Institute of Occupational Safety and Health has defined workplace stress as "the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker. Job stress can lead to poor health and even injury."
It simply means that workplace stress generally arises when there is a mismatch between the nature or magnitude of the job to be done and the employee desires and capabilities. Further, the definition also categorizes workplace stress into physical stress and psychological or emotional stress.
Emotional stress
Emotional stress usually occurs when people consider situations difficult or unable to manage. Different people consider different situations as stressful.
Physical stress
Physical stress refers to a physical reaction of the body to various triggers. The pain experienced after surgery is an example of physical stress. Physical stress often leads to emotional stress, and emotional stress often occurs as physical discomfort (e.g., stomach cramps).
Individual stress
Personal stress factors may include family problems, bereavement, illness, money worries, moving home or a conflict between the demands of home and work. Many of the outward signs of stress in individuals may often be noticed by managers and colleagues. Managers should look in particular for changes in an individual's behavior, such as worsening relationships with colleagues, indecisiveness, absenteeism, accident proneness. inability to delegate or a general deterioration in performance. Those suffering from stress may also increase their use of tobacco or alcohol or turn to drugs.
Individuals can also learn to recognize pressure and take action before it builds up to harmful levels. Stress may manifest itself in a wide range of physical and emotional symptoms including feelings of anxiety or hopelessness, high blood pressure, heart palpitations or chest pains.
Employee stress
Employee stress cannot be ignored by any employer wishing to stay competitive in today's market place
A study of almost 28,000 employees in 215 organizations revealed that poor teamwork and ineffective supervision were the two most important factors leading to employee stress.
Employees with the worst supervisors were twice as likely to feel burned out, and 50% more likely to have coworkers who were considering leaving the organization. When organizations manage in ways that bring out the best in people, they also reduce employee stress. When we're stressed out, we have difficulty in understanding directions and processing information.
Sometimes a whole workforce can be psychologically downshifted if the organization has a negative emotional climate of fear or resentment. When this happens, the organization gets the worst out of their employees, rather than the best. When they downshift psychologically, they become immature.
The stress that an employee encounters at the workplace adversely affects the productivity of an organization. Employee stress can be managed more effectively if identified and tackled at an early stage. It has been observed that when an individual experiences stress, there would be visible changes in his physical health and also in his emotional behavior
It is recognised that pressure, change and challenging demands are an inevitable and potentially beneficial aspect of working life but there is a distinction between acceptable pressure and stress, which results from excessive workplace pressures.
More than half of 500 managers from both large and small companies surveyed in 1994 reported incidents and threats of violence in the previous four years, according to a study by the American Management Association. I lomicide accounted for 17 percent of all deaths in the workplace. A study by Northwestern National Life showed that workers who feel unsafe suffer the same level of stress as the actual victims. Violence is both a cause and a consequence of employee stress. The stress brought on by interpersonal challenges and conflicts, combined with the fact that many people are operating just below their "boiling point." creates a potentially volatile situation. Conversely, the threat of violence or an actual violent episode in the workplace creates tremendous stress. Although the roots of violence cannot be traced to a single factor, stress is clearly a significant contributor. This is especially true in cases where powcrlessness and helplessness play a central role in a person's stress. The more powerless people feel, the more likely they are to resort to violence.
In 1995 the Department of Health estimated that 9.1 million working days are lost each year due to stress related illness costing 3.7 billion, and CBI statistics showed that between 30-35% of employee sick leave in the UK is related to stress, anxiety or depression. Employees are the Practice's most important resource and, therefore, it makes sense that stress in the workplace is treated as an important issue.
Employee stress levels have increased during the second half of 2004, according to a survey by Com Psych Corporation, a provider of employee assistance programs.
Sixty-seven percent of survey respondents reported having high levels of stress, up 18 points from a survey taken in the first half of 2004.
Workload remained the most-cited source of stress, according to the survey. Employees who say take off work as the primary means of coping with stress increased 10 points to 15 percent.
Twenty-eight percent of respondents reported having constant but manageable stress levels. In the latest survey, fewer workers reported having low stress levels.
"The hopes of employees, inspired by an improving economy, have been dashed since there are still relatively few new hires." says Richard A. Chaifetz, chairman and CEO of ComPsych. "The continuation of super-sized workloads, coupled with a lack of confidence in their employer's plans for new hires, is causing employees' blood pressure to rise. Paradoxically, many employees are witnessing layoffs even as business is picking up."
The company conducted the survey from August 9 to September 20. 2004. receiving responses from employees of more than 1,000 client companies nationwide.
Litigation
Litigation is becoming an increasingly more common occurrence - not just in the workers compensation system, but also in employer-employee relations. The feeling of powerlessness, a major contributor to employee stress, also contributes to the desire for retribution. In our litigious society, many organizations are reluctant to identify and address
worker stress, fearing that admitting workers are stressed would provide "ammunition" lor employee lawsuits. Although understandable, this approach creates the opposite effect. American Workers under Pressure Technical Report addresses this issue: Discovering specific stressors and dealing with them is by far the best course of action for organizations. There is a better likelihood of litigation if a company ignores stress- related problems than if it addresses them up-front.
Grievances
Frequent grievances are both a legitimate warning sign that organizational problems exist and a less extreme way of expressing p8owerlessncss, which in itself indicates organizational problems. Robert Rosen writes about the connection between organizational climate, employee stress, and grievances in The Healthy Company. The effect of a grievance goes far beyond the employee and his or her supervisor. On average, every filed grievance translates into approximately 80 hours of lost productivity by the worker filing the complaint and by co-workers due to morale problems, according to an article published in the Personnel Journal. Turnover Forty percent of employee turnover is related to stress, according to a study by the Bureau of National Affairs. When companies consider the cost of lost productivity and of recruiting and training new employees, stress-induced turnover is a very expensive problem.
Accidents
Stress causes a narrowing of attention, preoccupation, and fatigue - a sure recipe for workplace injuries. Stressed-out employees trying to do more with less are also likely to take shortcuts, which lead to accidents. "With increasing work demands and time pressures, people are less likely to take safety precautions, use proper equipment, and implement appropriate body mechanics," states Jonathon Torres, M.D., of Workmed Occupational Health Services, a Maine-based company. Workers who report high stress arc 30 percent more likely to have accidents than those with low stress. Stress-related accident claims arc. on average, two times more costly than non-stress-related cases, reports the Harvard Business Review. Accident claims also have a psychological component. The connection between stress, employee satisfaction, and claim filing cannot be ignored. A study of 3,020 aircraft employees showed that employees who "hardly ever" enjoyed their job were two and
one-half times more likely to report a back injury than those who reported "almost always" enjoying their job.
Resistance to Change
Many attempts at organizational change and improvement fail because of employees' resistance to change. Well-intentioned attempts at improvement are sabotaged because would-be change-agents ignore, to their peril, the connection between stress and the fear of change. Human beings, just like other mammals, are "hardwired" to revert to familiar routines and behavior patterns when stressed. This makes sense in an ancestral survival context. In such a context, if you were being chased and had to seek shelter, you wouldn't want to be thinking about all the possible escape routes. You don't want to spend time thinking and deciding in this situation. You want to go on "autopilot" and follow the familiar route that has proven successful (i.e., it enabled you to survive) in the past. 1 his hardwired survival mechanism wreaks havoc in today's climate of rapid organizational change. As a person's stress level increases, that person is more likely to operate out of this primitive, hardwired response - clinging to the old ways, the tried and true, even if they are no longer effective. Research shows that stress is also connected with "xenophobia" - fear of novelty. Animals, which arc naturally curious and motivated to explore new environments, avoid new objects and places when stressed. We see this throughout organizations every day. As people become more stressed, the new and the different triggers fear. Millions of dollars are wasted on organizational change efforts that end up being sabotaged and on program implementation delays caused by this innate resistance to change and novelty triggered by stress.
No Time to Do It Right
Although the tangible costs of employee stress are staggering, it is probably the less definable costs, which are most serious. Perhaps the biggest and most unrecognized loss of all is the sense of not having the time to do it right. It's difficult to measure "what might have been" in terms of lost opportunity and unrealized potential. But the price is still there. Stress costs organizations dearly in terms of decreased quality and productivity. Says Jack Quirk, training and development director for Blue Cross/Blue Shield of Maine: The major price a company pays for stress in the workplace, along with the human price, is that their ability to make process improvements nearly always stops. With overwhelming workloads, you have people going so fast; they don't have the time to make the process better. It creates a terrible cycle of trying to work harder and harder because the volume you have to put out is increasing, but you aren't doing anything to make the process more effective and efficient. Quirk likens this pervasive problem to Stephen Covey's "sharpening the saw" analogy. In his book. Seven Habits of Highly Effective People. Dr. Covey describes a woodsman feverishly try ing to saw down a tree. When asked how long he had been working, he tells the onlooker that it's been about five hours. When the onlooker suggests stopping, resting, and sharpening his saw, the woodsman informs the onlooker he can't do that, he's too busy sawing. He's so busy working hard; he doesn't have time to work smart. Too many companies get caught up in this "fool's cycle," as Quirk calls it. By pushing employees harder and trying to increase output, without taking the time to examine and improve the process, companies create a cycle of diminishing returns.
Companies "don't sharpen the saw" in two ways: First, the people who are most likely to have process improvement ideas - the people who actually do the job - arc so busy trying to "saw" that they don't have time to think about how to make the process more efficient. Thus, value-improvement ideas, which can only come through reflection, arc never generated. Second, because they are so harried and taxed, workers don't have the energy or motivation to do this important "thought work." Their depleting intellectual and emotional resources are focused on survival, not on improvement. They work harder and harder, but with diminishing gains. They end up burned out, continuing on like the living dead; they exit the organization through a disability; or they find another job.
At the most fundamental psychological and neurobiological levels, stress compromises a person's intellectual and emotional capacity. Stress makes people less intellectually and interpersonal I y intelligent. Research shows that when people are in high-stress situations over which they have no control, their thought process becomes more rigid, simplistic, and superficial. This is hardly the mind-set for innovation. Decades of research on "Learned Helplessness" has shown that the more helpless and disempowered a person (or any animal, for that matter) feels, the less likely that person is to come up with effective coping responses. Studies with humans shows that in high-stress situations in which they have no control, their ability to perform mental tasks and solve problems is diminished.
Intelligence isn't just about "figuring things out." It's also about "figuring people out" or, more accurately, understanding how to bring out the best in others. Strong interpersonal skills and the kind of organizational synergy and customer loyalty they create arc a tremendous source of intellectual capital. Again, many organizations fail miserably in this category also - and at a very steep price.
In high-stress, disempowering environments, people are less capable of empathy and interpersonal sensitivity. As their feelings are numbed by the psychological and biochemical consequences of stress - as their attention becomes focused on their own problems - people become increasingly more insensitive to the needs of others. We see this in the dull, disinterested eyes of the clerk staring at us from across the counter. We see this in the
amazing acts of interpersonal "cluelessness" we have all experienced at the hands of people who were supposed to be serving us. This lack of interpersonal intelligence - or "Emotional Intelligence," as Daniel Goleman, author of the book Emotional Intelligence, calls it - is rampant in today's organizations. It also costs organizations dearly in terms of lost customers and lost productivity due to organizational conflict and morale problems. In a high-stress, disempowering environment, what is rapidly becoming recognized as an organization's most important asset - it's intellectual capital - not only becomes illiquid, it also depreciates. The downward spiral of high stress, diminished performance, and negative consequences creating more stress results in a gradual erosion of an organization's intellectual and interpersonal capacity.
TURNOVER
40 percent of employee turnover relates to stress. Again, honestly addressing managerial styles and cultivating a new workplace environment creates a worker-friendly atmosphere that decreases turnover.
Stress, in itself, is not synonymous with ill health. In fact, a certain amount of stress keeps us motivated and some people find it helps them work better. It can, though, have negative physical, emotional and behavioural effects on employees. Intense, prolonged or cumulative exposure to pressures may be linked to employees suffering serious conditions or illness. These individual effects of stress may include: 1. Reduced morale and commitment to work 2. Physical and/or mental ill health
Identifying stress
How do I know if an employee is suffering from stress? Stress affects people in many different ways. Firstly, an employees performance will start to deteriorate these arc some of the signs: Forgetfulness, making mistakes, fidgeting and restlessness during a meeting, excitability, unreasonable irritation or anger, inability to concentrate, forgetful ness, rushing about, missing deadlines, deterioration in control of work, intolerance, less motivation and commitment, loss of normally reliable judgment, withdrawal from social contact and unusually bad time-keeping. They may also complain of hcadaches, migraines, IBS, upset stomachs, sickness, dizziness, back ache, shoulder and neck pains and skin problems such as eczema and psoriasis. Watch out if they start to get listless or anxious they are on their way to becoming depressed and could suddenly hit Burn Out.
Invite the person into a private meeting with you and say that you are concerned about their performance and behavior lately point out any obvious symptoms and ask whether there is anything you can do to help?
Sometimes the solution is easy; it may be environmental or simply overwork. Changing the workplace position or reassigning some of the workload may help. Be supportive and let the employee know that staff counseling is available if they don't want to talk with you.
Work Scales can provide your employees with a completely confidential one-to-one diagnostic assessment of your employees stress status. Feedback will be given to you only with the employees consent and a few further sessions of counseling are usually recommended. Generally speaking, most employees need only four to six hours of continual counseling over a few weeks after the initial two hour assessment and are usually able to return to work very quickly if they are off sick.
Causes of stress
Stress can be caused by a wide variety of factors and the effects of possible sources of stress will var\ with each individual. People react differently to work pressures and deadlines that may motivate one worker may be a source of severe stress to another. Employees will be subject to pressures both inside and outside the workplace and sometimes it may be a combination of these pressures that results in stress.
Inadequate leadership Conflicts with colleagues Inability to finish a job Fighting unnecessary battles
STRESS AT HOME
Stress caused by a partner Stress caused by children Stress eauscd by domestic arrangements Stress caused by environmental pressures upon the home Stress at the job
NIOSH (National Institute For Occupational Stress And Health) Approach to Job Stress On the basis of experience and research, NIOSH favors the view that working conditions play a primary role in causing job stress. However, the role of individual factors is not ignored. According to the NIOSH view, exposure to stressful working conditions (called job stressors) can have a direct influence on worker safety and health. But as shown below, individual and other situational factors can intervene to strengthen or weaken this influence. Theresa's need to care for her ill mother is an inereasingly common example of an individual or situational factor that may intensify the effects of stressful working conditions. Examples of individual and situational factors that can help to reduce the effects of stressful working conditions include the following:
Balance between work and family or personal life A support network of friends and coworkers A relaxed and positive outlook
* Too much or too little work * Irregular or long hours * Lack of feedback or acknowledgement * Lack of job security.
Individuals can do a great deal to manage stress for themselves. Effective measures include regular exercise, sensible eating, adequate sleep and avoiding the use of alcohol, tobacco and drugs. Individuals should also learn to recognize signs of tension, how to practice relaxation techniques and when to seek professional help. Employers can help by providing health information and education; keep fit and relaxation classes, access to stress counseling, training in stress awareness and ways of coping with stress.
Individuals are more willing to admit that they are suffering from stress if they can expect to be dealt with sympathetically. In some cases good counseling may be all that is needed. Managers and supervisors should be trained to help individuals cope with stress and to recognise when expert help is needed.
MANAGING STRESS
Learn and utilize relaxation breathing Meditation water - inside and out learn relaxation programs change diet - less fat, more fresh fruits, vegetables and fiber Give your self permission to experience your emotions, cry if you want Began an exercise program Build healthy personal relationships, have someone to talk to Learn to control your displaced aggressions; desire to yell at the kids and kick the dog at home because of stress at work Reappraise your life and priorities Realize that most stress is caused from within, not without; take time to smell the flowers and taste the strawberries
" The key to maximizing productivity while minimizing stress is understanding the factors that influence whether someone working hard will feel stressed out and burnt out. or whether they will feel motivated, excited, and committed."
Many managers and business owners mistakenly fear that reducing employee stress requires reducing productivity or creating a 'country clubi atmosphere, which in today's marketplace could be fatal. Nothing could be further from the truth. In fact, the opposite is true.
When organizations manage in ways that bring out the best in people, they also reduce employee stress. That's why most of Fortune magazine's 100 best companies to work for are industry leaders and enjoy high employee productivity. Employees in these companies are both happy and extremely productive.
The key to maximizing productivity while minimizing stress is understanding the factors that influence whether someone working very hard will feel stressed out and burnt out, or whether they will feel motivated, excited and committed. Scientific* research on stress, combined with best practices of high performance companies, offers clear clues about the key factors that determine whether employees will be stressed out or energized by workplace demands. Give employees as much control over their jobs as possible. Communicate clearly and often about every thing important. Talk \sith your employees about what makes your company great, how you bring value to your customers and how your employees make that possible. Make sure supervisors know how to bring out the best in people. Encourage employees to talk freely and support one another. I lelp employees design their jobs to be as rewarding as possible. Improve your hiring and orientation process. Make sure employees have the resources and training to do their jobs well.
In order to make beneficial changes to the working environment, it is necessary to identify if there is a problem. A good indicator of this is persistent absence for short periods of time. The Practice has in place a policy for managing absence sickness (held on the Practice Intranet and in the Practice staff handbooks) which, if used correctly, can help identify if there is a problem.
Measures include the Practice Appraisal system and use of informal interviews between the employee and the Practice Manager following a return to work. These interviews can be used to encourage the employee to talk about their concerns at work, which may affect their health. The Practice Manager and Assistant Manager should show a willingness to listen and to implement changes within the working environment where appropriate. Employees may be reluctant to admit they are feeling stressed by work because symptoms of stress lend to be seen as a sign of weakness.
However, staff should be encouraged to discuss stress and you should reassure them that the information they give would be treated in confidence and ensure that it remains so. Staff should also be encouraged to talk about their concerns at their Staff Appraisals and staff briefings where the issue of stress should be brought up and talked about.
2.
discussions that helped identify the stressors could also be used to identity intervention ideas. In larger organizations, a more formal discussion may be needed (e.g., outside experts). Interventions could be designed for individual departments or the entire agency. Before an intervention is undertaken, employees should be fully informed.
3. Evaluate the intervention. This is essential. Establish timeframes for evaluation, using long- and short-term measures. Evaluations should focus on the same types of information that were collected through the problem identification step. The work environment has the potential to be a place where skills are rewarded, social connections are made, and meaningful professional goals are met. The work of public health is varied, complex, and essential. It is critical to the well being of society that public health workers develop policies, provide programs, and assess population needs in environments that allow the full expression of their talents and that reward their dedication to service.
Return-to-work interviews are an ideal way of raising a problem with a manager. However, there may be times when an employee is suffering but is not taking any time off which means this form of letting an employer know of a situation is lost.
There are a number of ways an employee can bring the problem to the attention of their employer: a) Return to work form as mentioned above b) Informal interview with Practice Manager c) Health report form appendix 3 - this form can be used to report ill health caused by a working activity, including stress
If it is not possible to control the work-related sources of stress, it may be appropriate to move the employee if you can. II* a period of sick leave is recommended, keep in touch with the employee or their representative.
Consider allowing them to return to work to do part of their job, work reduced hours, or carry out a different job if they are unable to return to their old one. After following the above process, the Practice Partnership has the decision to make as to whether the stress is reasonable or not.
Dismissing an employee does not provide an easy way out. If you act unreasonably, they may claim unfair dismissal. Always seek advice from the BMA or other Advisory Body before commencing any of these matters.
10. Recognize and reward employees for their accomplishments and contributions. Ignoring employees' accomplishments can lower morale and provoke talented and experienced employees to seek work elsewhere.
Reduce work hours- One of the most common contributors to workplace stress is long work hours. Employees are constantly hounded by upper management to spend most of the work day at the office. Although some companies may think that this will make the employee more productive, it really does not. Eventually the work will begin to suffer because the employee has become overworked. Many companies have become extremely productive because they have set up guidelines for reasonable work hours. Allowiiemployees to take necessary breaks and time off. They will have a tendency to do a better job once they feel refreshed.
If you want motivated and high-energy employees in your business, then create an environment that reduces workplace stress. Not only do stressed employees lower productivity and quality of output, but research also confirms that stressed employees cost you more money in missed workdays and increased on-the-job injuries.
Here are some cost effective strategies to minimize stress on the job and give employees opportunities to reduce the effects of unavoidable stress. 1. Provide an attractive and comfortable work environment whenever possible. Pleasant surroundings can do wonders for a person's attitude. Create a less formal atmosphere, add plants, let employees decorate their own offices or cubicles, etc.
2. Have a quiet break room for your emplouees. Make this area separate from the normal hustle and bustle of the workplace. 3. Create opportunities for employees to make decisions that will directly affect their job performance. Participation gives employees a sense of personal power and reduces stress because "the boss" is not "giving orders." 4. Thank your employees for work accomplished by recognizing them for exemplary performance. 5. Choose the most economically sound equipment, tools, and furniture for workstations. 6. Create opportunities for the employees to meet, socialize, and build working relationships. For example, set up a bowling team, softball team, book club, or other social activity for employees only. 7. Set up a gym or other exercise center for employees. 8. Offer onsite chair massage. A study published in a 1996 International Journal of Neuroscience found that a group of adults who received regular chair massage showed increased speed and accuracy on math computations, lower anxiety levels, and lower job stress scores compared to a control group who relaxed for 15 minutes.
METHODOLOGY
Study Area:
The present study is conducted at "vijaya dairy milk (APDDCF) Limited" . WARANGAL.
Title of study:
A study on 'Employee Stress' in Vijaya dairy milk (APDDCF) Limited WARANGAL.
Research Design:
In this study descriptive research design is accepted. This design helps in describing the employee stress levels.
Sampling:
In this study a sample Of only '20' employees were selected.
Conceptualization:
Stress is a negative emotion that represents constraining influence expressed by way of physical emotional or mental pressure on the physical body. Stress crops up when we are unable to realize the negative emotions. Both discontent and pleasurable events can bring stress.
Data analysis:
After collection of the data through questionnaire from respondents it is tabulated and also it is analysed using the "EXCEL SHEET'.
No. of Respondents
5% 15% 20% Never Rarely Don't Know Some times 60% 0% Akways
Interpretation:
Fifteen percent (15%) felt their Job as not over loaded, where 20% found their job to be overloaded rarely, 60% found the job to overloaded sometimes and 5% found their job to be over loaded always, this shows that only few employees found their job to be ober loaded always, this shows that only few employees found their job to be over loaded and hence they have stress.
2. I feel my responsibilities are not clear and I am not clear what is expected of me by the organization.
No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 8 7 0 4 1 20 Percentage 40% 35% 0% 20% 5% 100%
No. of Respondents
5% 20% 40% Never Rarely Don't Know Some times Akways
0%
35%
Interpretation:
Forty percent (40%) of the employees never felt that their job responsibilities are not clear, 35% felt that their job respondibility was not clear, 20% of they employees felt some times that their job responsibility was not clear, 20% of they employees felt some times that their job resondibility was not clear, 5% always felt that their job responsibility was not clear, this shows that more than 40% of the employees never have this problem; only 5% of the employees have this problem of no clear job responsibility.
15%
Interpretation
Fifty percent (50%) never felt that their job does not motivate, 15% could not say whether their job motivates or not, 15% feel that very rarely their job does not motivate, 15%felt that their job does not motivate them sometimes, 15% felt that their job does not motivate them at all.
4. I feel there is inadequate resource to do the assigned work. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 7 6 5 2 0 20 Percentage 35% 30% 25% 10% 0% 100%
inadequate resource
10% 25% 0% 35% 1 Never 2 Rarely 3 Don't Know 4 Some times 5 Akways
30%
Interpretation:
Thirty five ()35%) never felt that there is no inadequate resource for ding the assigned work, 30% rarely feel there is inadequate resource, 10% felt it sometimes.
5. I do not feel enthusiastic to go to my job. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 9 6 3 2 0 20 Percentage 45% 30% 15% 10% 0% 100%
job enthusiasim
10% 15% 0% 45% Never Rarely Don't Know Some times Akways 30%
Interpretation:
Forty-five (45%) never felt that their job is not enthusiastic, 30% of the employees feel rarely that their job is not enthusiastic, 15% said they dont know, 10%felt their job is not enthusiastic sometimes.
6. I feel stress with conflicting demands from different superiors. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 4 7 2 7 0 20 Percentage 20% 35% 10% 35% 0% 100%
Interpretation:
Twenty percent (20%) never felt that their superiors demands were conflicting, 35% rarely feel that the demands from superiors are confliciting, 10% say they dont know, 35% felt the demands of the employees are conflicting sometimes.
7. I feel that I am not appreciated for good job done by me. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total 20 Respondents 8 4 1 6 1 100% Percentage 40% 20% 5% 30% 5%
Interpretation:
Forty percent (40%) of the employees never felt that their job was not appreciated. 20%rarely feel it. 5%felt they dont know whether are appreciated not 30% felt that they are not appreciated for their work, 5%always feel that they are not appreciated.
8. I will not get enough support from my boss for doing my job effectively. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 14 5 0 1 0 20 Percentage 70% 25% 0% 5% 0% 100%
Interpretation:
Seventy percent (70%) never felt that their boss did not support for doing the job effectively, 25% rarely felt that their boss did not support for doing the job effectively, 5% felt that sometimes they their boss did not support for doing the job effectively.
9. I will not get enough cooperation from my subordinates/peer in my job. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 11 8 1 0 0 20 Percentage 55% 40% 5% 0% 0% 100%
Interpretation:
Fifty-five (55%) never felt that there is no cooperation from subordinates, 40% rarely felt that there is no cooperation from subordinates, 5% have answered as dont know.
10. I feel that I am becoming more sensitive towards emotions due to my job responsibilities. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 3 9 2 6 0 20 Percentage 15% 45% 10% 30% 0% 100%
Interpretation:
Fifteen percent15% never felt that they were sensitive towards emotions, 45% rarely felt that they were sensitive towards emotions, 10% said dont know, 30% said sometimes they feel sensitive towards emotions.
11. I feel that I dont hve enough freedom at work, which is affecting my job performance. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 6 6 1 7 0 20 Percentage 30% 30% 5% 35% 0% 100%
No freedom at work
0% 35% 30% Never Rarely Don't Know Some times Akways 5% 30%
Interpretation:
Thirty percent 30% never felt that there is know freedom at work, 30% rarely felt that, 5% dont know, 35% sometimes feel that there is no freedom at work.
12. I feel that I have not been involved in the decision making process of matters pertaining to my job. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 7 7 6 0 0 20 Percentage 35% 35% 30% 0% 0% 100%
35%
Interpretation:
Thirty-five 35% never felt that they are nor involving in the decision making 35% rarely felt that, 30% said dont know.
13. My job responsibility doesnt allow me to spend enough time with my family. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 4 6 1 7 2 20 Percentage 20% 30% 5% 35% 10% 100%
Interpretation:
Twenty percent 20% never felt that there is no time for spending with family, 30% rarely felt that, 35% felt sometimes, 10% always felt, 5% said dont know.
14. I feel my job responsibilities are affecting my health. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 5 8 1 6 0 20 Percentage 25% 40% 5% 30% 0% 100%
Interpretation:
Twenty percent 20% never felt that hteir job responsibility effecting their health, 40% rarely felt that, 30% sometimes felt that, 5% doesnt know.
15. Are u feeling that you will be humiliated by your boss by observing his actions with your coemployee. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 11 2 5 2 0 20 Percentage 55% 10% 25% 10% 0% 100%
10%
Interpretation:
Fifty five 55% never felt that they will be humiliated by their boss by observing him, 10% rarely felt that, 25% said dont know, 10% sometimes.
16. Are you feeling stressed when your boss behaves aggressively towards you. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 6 4 0 10 0 20 Percentage 30% 20% 0% 50% 0% 100%
Interpretation:
Thirty percent 30% never felt stressed when their boss behaves aggressively, 20% rarely felt that, 50% sometimes that they feel stressed their boss behaves aggressibely.
17. Are the instructions given by your superiors creates confusion and contradiction in you. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 10 8 0 2 0 20 Percentage 50% 40% 0% 10% 0% 100%
Interpretation:
Thirty percent 30% never felt that the instructions given by the boss are confusing and contradicting, 20% rarely felt that 50% sometimes felt that the instructions are confusing and contradicting.
18. Are you feeling that you are not able to balance yur work life and personal life.
No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 6 7 1 6 0 20 Percentage 30% 35% 5% 30% 0% 100%
Interpretation:
Thirty percent 30% never felt that their were not able to balance their work life and personal life, 35% felt that rarely, 30% felt sometimes, 5% said dont know.
19. Do you feel that there is no proper employee employee relationship at your work place.
No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 9 7 1 1 2 20 Percentage 45% 35% 5% 5% 10% 100%
No peoper employeeemployeerelation
5% 5% 10% 45% Never Rarely Don't Know Some times Akways 35%
Interpretation:
Forty percent 45% never felt that there is no proper employee employee relation, 35% felt that rarely, 5% felt sometimes, 5% said dont know,10% always felt that.
20. Do you feel stressed when yur colleagues quarrel with each other.
No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 9 3 1 6 1 20 Percentage 45% 15% 5% 30% 5% 100%
15%
Interpretation:
Forty five 45% never feel stressed when their colleagues quarrel with each other, 15% feel stressed, 5% said dont know, 30% feel sometimes, 5% always feel stressed.
21. Do you get irritated when your colleague speaks loudly over the phone. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 4 3 1 10 2 20 Percentage 20% 15% 5% 50% 10% 100%
15%
50%
5%
Interpretation:
Twenty percent20% never feel irritated when their colleagues speak loudly over the phone, 15% rarely felt that, 5% dont know that, 50% sometimes feel that, 10% always felt that.
22. Do you feel like destroying everything when things are not available at you work place. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 12 5 0 3 0 20 Percentage 60% 25% 0% 15% 0% 100%
I get stressed
15% 0% 0% 60% Never Rarely Don't Know Some times 25% Akways
Interpretation:
Sixty percent 60% never feel like destroying when things are not available, 25% rarely felt that 15% sometimes felt it.
23. Does the physical environment at your work place create any stress in you
No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 9 3 4 4 0 20 Percentage 45% 15% 20% 20% 0% 100%
percentage
20% 0% 45% Never Rarely Don't Know Some times 20% Akways
15%
Interpretation:
Forty five 45% never felt that physical environment at work place creates stress, 15% rarely felt that, 20% said dont know, 20% sometimes felt it.
24. Do you feel stressed when an employee from other department pressurizes you to provide required information in time. No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 5 7 1 5 2 20 Percentage 25% 35% 5% 25% 10% 100%
percentage
10% 25% 25% Never Rarely Don't Know Some times Akways 5% 35%
Interpretation:
Twenty five 25% never feel stressed when employees from other department pressurizes, 35% rarely felt that, 5% said dont know, 25% sometimes feel that, 10% always felt it
No. of S.No 1 2 3 4 5 6 Response Never Rarely Don't Know Some times Akways Total Respondents 6 9 1 2 2 20 Percentage 30% 45% 5% 10% 10% 100%
percentage
10% 10% 30%
5%
Interpretation:
Thirty percent 30% never feel stressed when there is difference of opinion in team, 45% rarely felt that, 5% dont know whether they feel stressed or not, 10% sometimes feel that, 10% always feel that.
FINDINGS
1. Vijaya Dairy culture is key strength to success and always known for their culture in the society. 2. They believe that their people are their strength in building a strong culture and making the business as social mission always successful 3. Vijaya Dairy is very effective in communicating its goals to the employees. 4. Vijaya Dairy maintains fairness and flexibility in implementing the policies. 5. Every employee is given freedom to share their feelings and express their opinions. 6. Employees have good interpersonal relationship in Vijaya Dairy. 7. Vijaya Dairy gives every employee an opportunity to enhance their performance through training. 8. It also provides opportunities for career development. 9. Vijaya Dairy provides good working environment and good infrastructure to its employees. 10. The employees maintain good rapport with their superiors. 11. The employees maintain the dignity of the company through discipline and behavior. 12. Every employee enjoys working for Vijaya Dairy. 13. They work in Vijaya Dairy like, one family without any discrimination of their position, age, and religion. 14. They celebrate occasions together. 15. Vijaya Dairy gives every freedom to the employees so that the employees may bring out the best through their performance. 16. Every employee is motivated by the superiors. 17. Every employee is enthusiastic to go to their job. 18. The employees are given complete from their boss thus they do their job effectively. 19. They employees have good cooperation with each other. 20. Employees are also allowed to make decisions by the superiors.
SUGGESTIONS
Some suggestions are: 1. The employees have better interpersonal relations with each other, but the management should take personal attention to make relations good among the employees. 2. The management should try to reduce the work overload on the employees. 3. The management should try not to go for conflicting demands. 4. The management should appreciate the employees even if they do a small job correctly, as it motivates employees, which improves the performance. 5. The management should take care of employee's emotions, before giving the responsibilities to the employees. 6. Though Vijaya dairy is giving enough freedom to employees, it should see that every employee is really enjoying the freedom at work. 7. fhe management should reduce the job overload of the employees so that they can spend enough time with their family. 8. The employees should be given responsibilities in such a way which does not affect his health, like dividing the responsibility if possible in the employees. 9. The management should not behave aggressively towards employees, which demotivates them and leads to stress. 10. The instructions should be given by the superiors or management in such a way that it should create confusion or contradiction in employees. 11. The management should try to council the employee if he is not able to perform well, because he may not be able to balance work life and personal life. 12. The management should see that employees are maintaining discipline. 13. The management should also see that the employees are maintaining peace and discipline at work. They should see that employees are not disturbing each other through their actions or behavior. 14. The management should see that every employee is working or completing the work in time without giving to any work pressures to other employees and management. 15. Thus management should take care of such small things (stressors) which are creating stress in employees. 16. The management should check the company's web site and correct the grammatical mistakes in it.
CONCLUSION
To survive in these competitive times, companies can't afford anything less. Creating a high performance organization requires understanding what factors influence performance. One of the most significant factors is stress. Employee stress cannot be ignored by any employer wishing to slay competitive in today's marketplace. In order to overcome this stress the company should trace out the stressors which are affecting the performance of the employees and environment of the employees. Thus to understand stress level in employees a survey can help discover the stressors which are effecting the employees, some consequences like absenteeism, workers compensation, litigation, grievances, resistance to change turnover are due to stress, which effects the organization in turn. In Vijaya dairy Warangal. a survey was conducted on the basis of questionnaire. A sample of 20 were taken and surveyed and found that the stress level is not high in the company. Employees are not suffering with high levels of stress. Vijaya dairy has good environment and employees are free from stress to some extent.
QUESTIONNAIRE
I his is a tool to measure the amount of stress you experience in your daily life. 25 statements are included. Read slowly and carefully, state how far it is true in your case. You may please choose any one of the following live options to each item 1. 2.
When I think about my job I feel overloaded. ( ) I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always I feci my responsibilities are not clear and I am not clear w hat is expectcd of me by the organization. ( ) I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always
The job I am doing doesn't motivate me. ( ) /. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always I feel there is inadequate resouree to do the assigned work. /. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always I do not feel enthusiastic to go to my job. ( ) I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always I feel stress with conflicting demands from different superiors. ( ) I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always I feel that I am not appreciated for good job done by me. ( ) I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always I will not get enough support from my boss for doing my job effectively. ( ) /. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always I will not get enough co-operation from my subordinates/peer in my job. ( ) /. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always I feel that I am becoming more sensitive towards emotions due to my job responsibilities. ( ) /. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always 1 feel that I don't have enough freedom at work which is affecting my job performance. ( )
1.
job. ( )
I feel that I have not been involved in the decision making process of matters pertaining to my
13. 14.
My job responsibility doesn't allow me to spend enough time with my family. ( ) I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always I feel my job responsibilities are affecting my health. ( )
15.
Are u feeling that you will be humiliated by your boss by observing his actions with your coemployee? ( ) I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always
Are you feeling stressed when your boss behaves aggressively towards you? ( ) 1. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always Are the instructions given by your superiors creates confusion and contradiction in you? ( ) 1. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always Are you feeling that you are not able to balance your work life and personal life? ( ) I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always Do you feel that there is no proper employee-employee relationship at your work place? ( ) I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always Do you feel stressed when your colleagues quarrel with each other? ( ) I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always Do you get irritated when your colleague speaks loudly over the phone? ( ) I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always Do you feel like destroying everything when things are not available at your work place? ( ) 1. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always Does the physical environment at your work place create any stress in you? " ( ) /. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always Do you feel when an employee from other department pressurizes you to provide required information in time? ( ) I. Never 2. Rarely 3. Don't know 4. Sometimes 5. Always
25.
1 feel stressed when there is difference of opinion in my team. ( ) 1. Never 2. Rarely 3. Don't know 4. Sometimes 5. Ahvavs
BIBLIOGRAPHY
The Data was collected from the given sources.
1. www.google.com 2. www.humannatureatwork.com 3. www.stress.org 4. www.bnet.com 5. www.supcrsolutions.com 6. www.cdc.gov/noish 7. www.a 1 laboutworkplacestress.com 8. www.csp.org.com 9. www.zapdata.com 10. wwvv.ezinc.com