Project Report

Stress Management

A SUMMER TRAINING REPORT ON Stress Management Submitted in partial fulfillment of the Requirement for Master of Business Administration (MBA) (Session 2008-2010)
Submitted To :MaharshiDayanandUniversity, Rohtak Shrutika Sharma Roll No- 8054 MBA 3rd Sem. Submitted By :-

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Stress Management

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Stress Management

CONTENTS
Significance of study Review of existing literature Conceptualization Focus of the problem Objective and hypothesis Research methodology a) Research design b) Universe and survey population c) Sample design d) Collection of data e) Analysis pattern Limitation of study Organization of study Annexure References

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DECLARATION
I, undersigned hereby declare that project titled as Stress Management submitted under the guidance of Mr. Sunil Kumar is my original work. The finding in this report is based on data collected by myself. While preparing this report, I have not copied from any such copying is liable to be punished.

ShrutikaSharma Roll No.8054

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ACKNOWLEDGEMENT
I express my sincere and deep sense of gratitude to my esteemed guide Mrs. Promila Suhag T.P.O of, KEDARNATH AGGARWAL INSTITUTE OF MANAGEMENT CHARKHI, DADRI for his continued support and supervision. I am highly obliged to him for providing me the opportunity to work under his guidance. It was his scholarly suggestions, immense interest and moral support that helped in competing the work confidently and successfully. I would also place on record my gratitude to all teachers of KEDARNATH AGGARWAL INSTITUTE OF MANAGEMENT, CHARKHI DADRI for their constant encouragement. I gratefully thanks to my parents and friends for their support and encouragement which helped me to complete this project.

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PREFACE
SUMMER TRAINING (with any industry) is the essential part to one of the curriculum of any management program. In the classroom coaching, we generally get theoretical knowledge of management, but this knowledge does not prove to be adequate. As in future, management students have to work with organization. By merely knowing what management is, they cannot be capable of applying it. Summer Training is provided to the students to provide the opportunity, to get familiar with the natural industrial atmosphere through participation and observation. As being a management student, I also had to undergo 8 weeks of training. For this purpose I joined Jindal Stainless Steel Ltd. & I really enjoyed working with Jindal Stainless Steel.

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SIGNIFICANCE OF THE STUDY The project undertaken by me on STRESS MANAGEMENT proves very significant element to know about the stress level of the employees of JSL Limited. As it concerning the entire spectrum of human resource management functions. So, the study helps me out: To measure the level of stress of employees with respect to company. To know about the attitude of the employees towards the management.. Helpful in reducing the staff turnover. Thus these points assist the management to take corrective action to give Maximum satisfaction to their employees.

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Literature review
Stress is "a reality like love or electricity - unmistakable in experience but hard to define (Teasdale and McKeown, 1994). Occupational stress has been designated one of the top ten industrial diseases in the US (British Psychological Society, 1988). Willcox (1994), comments that previous research supports the view that at least 25% of the working population is psychologically stressed at any one time. If this is true it has serious implications for the health of society as a whole, a point acknowledged in the government document The Health of The Nation (HMSO, 1992) when it identifies mental health as one of the key areas needing to be addressed to enhance the nations health. The study of stress begins with a difficulty of definition. Williams (1994) describes stress as one of the most inaccurate words in the scientific literature because it is used to describe both the sources and the effects of the stress process. MacLean (1985) remarks that the word is sometimes used to denote stressful events, sometimes to denote the effect of these events on work performance, and sometimes to denote an individuals reaction in terms of disordered health. This confusion permeates much of the literature. Not only is there disagreement about the meaning of the term, there is disagreement about how it should be measured and there is a lack of understanding about quite how aspects of the environment might actually make a person ill (Marmot and Madge, 1987). These issues about

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the fundamental nature of stress preoccupied many researchers during the seventies and eighties as they tried to determine whether stress was a characteristic of the environment, an experience felt by the person, or a transactional phenomenon created by the process of the person interacting with the environment (Schuler and Jackson, 1986). It has been impossible to identify and agree upon a criterion, or more appropriately a set of criteria, for identifying the presence of a state of stress and then calibrating its intensity and duration. Cox (1993) draws attention to the importance for general health of a state of balance between needs and demands, citing the World Health Organisations definition of well-being: Assessing this dynamic state of mind however, presents great methodological difficulties, leading Cox (1993) to comment that sadly, much of what is currently published on occupational stress and health is weak methodologically, the available evidence being based to some extent on cross-sectional studies where key variables are measured and linked only in terms of self-report (Kasl, 1992). Levi (1992), however, is adamant that the individuals subjective assessment is the only valid measure of wellbeing available. Similarly, Lazarus and Folkman (1984 ) argue that given the centrality of internal events and processes ... we are in favour of this method despite its scientific defects. Cox and Griffiths (1995) appear to apply this belief specifically to stress research when they argue that the measurement of the stress state should be based primarily on self-report measures which focus on the appraisal process and on the emotional experience of stress. Instruments for collecting such self-report data in a systematic and rigorous way have been developed. One such widely-used and validated instrument (Robertson, Cooper and Williams, 1990; Cooper and Williams, 1991; Rees and Cooper, 1991) is Coopers Occupational Stress Indicator [OSI], developed in the late 1980s. The OSI asks a total of 167 questions dealing with sources of stress, general behaviour, life events,

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control/influence, coping behaviour and job satisfaction. Computer software is used to analyse the answers to produce a coefficient index (see Willcox, 1994). .

Conceptualization

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COMPANY PROFILE
ABOUT JINDAL GROUP

LATE SH.O.P JINDAL JI (A MAN WHO TALKED TO MACHINES) Shri Om Prakash Jindal more popularly known as O.P. Jindal was born on August 7, 1930 to a farmer Late Netram Jindal of village Nalwa of district Hisar in Haryana. Since his childhood the young Jindal had interested in technical work. He started his industrial career with a small bucket-manufacturing unit in Hisar. In 1964, he commissioned a Pipe Unit Jindal India Limited, followed by a large factory in 1969 under the name Jindal Strips Limited... (KNOW JINDAL STAINLESS LIMITED). Sh. Jindal always had the conviction that India should be self-reliant in every sector of industry. He visited several foreign countries to elicit latest industrial technical development and know-how. He acquired a great deal of knowledge, which he aptly applied to enhance production of his industrial. At present, there are twenty factories under the flagship of the Jindal Organization, which are worth over US $ 8 Billion, under whose umbrella thousands of families directly or indirectly benefit themselves.

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Sh. O.P. Jindal was the Chairman of the Jindal Organization. In November 2004, Sh. Jindal was conferred the prestigious "Life Time Achievement Award" for his outstanding contribution to the Indian Steel Industry by the Bengal Chamber of Commerce & Industry. According to the latest Forbes' List, Sh. O.P. Jindal has been ranked 13th amongst the richest Indians of the country and placed 548th amongst the richest persons of the world.. Sh. Jindal's mantra was where others saw walls he saw doors . Then whether it was opening doors or breaking down walls he always led the way. The life journey of Sh. Jindal from a farmer's son to a successful industrialist, a philanthropist, a politician and a leader would serve as a great source of inspiration for generations to come.

MANUFACTURING PLANTS.

Hisar Plant (Haryana) At Hisar, lies India's only fully integrated Stainless Steel plant. The present production capacity of plant is 6, 00,000 TPA which is expanded to 7,20,000 TPA. Success of Jindal Stainless Ltd. is the fact that everything from the conversion of raw material into blooms and slabs to hot rolling of strips and plates and cold rolling is done in-house. An exclusive complex for manufacturing stainless steel for razor and surgical blades has

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been created. A coin blanking line has also been installed. The production capacity of the precision strip unit is also being increased from 15,000 tonnes to 30,000 tones. Vizag Plant (Andhra Pradesh) the Ferro Alloys plant is situated at Jindal Nagar, Kothavasala, Distt. Vizianagaram, Andhra Pradesh. The installed capacity is 40,000 metric tones per annum of high Carbon Ferro Chrome. Besides supplying to the domestic market, the company also exports Ferro Chrome to various developed countries. The plant is also equipped with an ultra modern testing laboratory to ensure world-class quality standards. Green field Project at Orissa Jindal Stainless is setting up a Greenfield integrated Stainless Steel project in the state of Orissa which would involve mining of Iron, Manganese & chrome ore for production of ferroalloys and Stainless Steel in the melt shop and rolling mills. To meet the full requirement of power, Jindal Stainless will also be setting up a 500 MW captive power plant. This stainless steel plant will ultimately have a capacity of 1.6 million tones per annum. The operation of XX 60 MVA Ferro-chrome furnace have already started and the production has stabilized. JSL expects to start the xx125 MW power plants soon followed up by setting up of other Ferro alloys units of Ferro-manganese and silicon- manganese. Hisar Plant, India At Hisar, Jindal Stainless has India's only composite stainless steel plant for the manufacture of Stainless Steel Slabs, Blooms, Hot rolled and Cold Rolled Coils, 60% of which are exported worldwide.

Precision Strips the company produces stainless steel precision strips in various grades. These strips are produced in narrow 20-Hi mills in the precision cold rolling unit.

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Blade Steel The Company is the exclusive producer of stainless steel strips for making razor and surgical blades in India.

JINDAL STAINLESS VISION- 2010

To be amongst the top 10 stainless steel producers in the world To gain international recognition for cost leadership, Product innovation and Customer Satisfaction To be admired as a socially responsible Corporate and a sustained value creator for all its stakeholders. 14

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jindal groups
The Jindal Group, over the last three decades, has emerged as one of Indias most dynamic business groups. Founded by Mr.O.P.Jindal, the group today is a multibillion, multi-national and multi-product steel conglomerate. Various products: From mining of iron ore, the group produces various products in steel and stainless, including cold rolled sheets/coils, galvanized sheets/coils, hot rolled coils, submerged arc-welded pipes, billets, rails, seamless tubes, sponge iron, Ferro alloys and other value added products. Groups strength: The Groups strength lies in its constituent companies. The Group comprises of Jindal Stainless Limited, Austenitic Creations Limited, Jindal Architecture Limited, Jindal Stainless Steelway Limited, PT Jindal stainless Indonesia, Jindal Architecture Limited, Jindal United Steel Inc. (USA), Saw Pipes Inc. (USA), JSW steel Limited, Jindal Thermal Power Company Limited, South West Port Limited, Jindal Praxair Oxygen Company Private Limited, Southern Iron and steel Company Limited and Jindal steel and Power Limited. The Jindal group has manufacturing unit across India, US, Indonesia and marketing offices across the globe. Motto:

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Growth has been a way of life for the Jindal group and its motto along has been Growth with a social conscience. The Group is expanding, integrating, amalgamating and growing.

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Jindal stainless: Jindal stainless is Indias largest integrated stainless steel manufacturer and its facilities include own captive chromites mines, ferro chromes facilities and stainless steel melting, hot rolling, cold rolling and down stream value added facilities. The company manufactures and sells broad range of stainless steel, in each of the 200,300 and 400 series grades, for commercial and industrial applications. The company manufactures and sells broad range of stainless steel flat products including slabs, blooms, flat bars, hot rolled and cold rolled coils, plates and sheets and specialty products. From Mining to Manufacturing HISAR PLANT (Haryana, India) At Hisar, exists Indias only fully integrated and the largest Stainless Steel plant. An exclusive complex for manufacturing cold rolled Stainless Steel for razor and surgical blades has been created. Additionally a coin blanking line has also been installed. VIZAG PLANT (Andhra Pradesh, India) The Ferro alloys plant is situated at Jindal Nagar, Andhra Pradesh. The plant has an installed capacity of 40,000 metric tons per annum to produce high carbon Ferro chrome. The plant is also equipped with an ultra modern product testing laboratory to ensure global standards. GREENFIELD PROJECT (Orissa, India) Jindal Stainless is setting up a Greenfield, fully integrated stainless steel project in the state of Orissa which would involve mining of iron, manganese and chrome ore for production of Ferro alloys and stainless steel. This stainless steel plant will have an installed capacity of 1.6 million tons per annum.

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STEEL & YOU 1. STEEL AND HEALTH From sterile surgical instruments to exercise machines, steel is in many ways that benefit our health. Around the world, steel is in the hospitals we rely on, the pharmaceuticals systems that manufacture our medicines, and in emergency equipment that gets medical assistance to us rapidly when it counts. 2. STEEL AND WATER Steel plays a fundamental role in helping to make freshwater accessible for everyone. From rainwater storage tanks to complex pumps and pipe-infrastructure, steel is involved in the entire Process of water collection, purification and delivery. Steel enables us to manage water, from raindrops to ocean waves. 3. STEEL AND AGRICULTURE Agriculture is vital to our modern civilization. It provides us with our food, clothing and increasingly, our energy. Agriculture also constitutes to provide livelihood, employing 42% of the world population. From basic hoes, shovels and forks, to modern pouching,

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irrigation system and grain storage silos, steel is there every step of the way, making agriculture easier and more efficient. 4. STEEL AND ENVIRONMENT Steel contributes to the health of our planet in many ways. Light weights steel vehicles keep us safe and minimize the amount of fuel we use. Steel is also used to construct clean and economical sources of alternative energy. However, steel is most important contribution to our environment is its infinite recyclables. 5. STEEL AND FOOD Steel is part of every step of our food supply network. Cultivation, manufactures preservation and delivery food would not be possible without steel. The use of steel also reassures us that the can of food we buy in the market will be as fresh and nutritious as the day it was packed. Total Consumption of SS per month

>1000 ton

68%

500-1000 ton 250-500 ton <250 ton

22%

4%

6%

0%

20%

40%

60%

80%

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Forms of SS Consumed

8%

2%

30% 60%

H.R.S.S plates C.R.S.S coils and sheets

H.R.S.S coils any other

Purchase of SS products

6% 22%

2%

70%

JSL

Shah Alloys Ltd

Salem

Others

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Feedback about prices of JSL

70% 62% 60%

50%

40% 32% 30%

20%

1 0% 4% 0% 2%

Competitive

Higher than others

Moderate

Low er than others

Feedback about delivery of products

Delayed deliveries 3% Satisfactor y 11%

Before schedule 7%

On time 79%

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Rate about after sale services of JSL

70%

60%

60%

50%

40%

30%

20%

19%

18%

10% 3% 0% Excellent Good Fair Satisfactory

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Types of Stainless Steel

1. Ferrite stainless Steel:Ferrite Stainless Steel grades are non hard enable plain chromium grades with chromium content varying from 10.5% to 28% and with low carbon content. These are magnetic and exhibit a better resistance to corrosion than martens tic grades. These grades are employed in applications where the desired formality, weld ability and corrosion resisting is between those of martens tic and austenitic types. The ferrites can be polished or buffed to achieve high lustier. EXAMPLES405,409,409RC, 409M, 410S, 430,430T:, 436,439 Basic properties: moderate to good corrosion resistance increasing with chromium content not harden able by heat treatment and always used in the annealed condition magnetic weld ability is poor formability not as good as the austenitic

Common uses computer floppy disk hubs (430) automotive trim (430) automotive exhausts (409)

2. Martens tic Stainless Steel:Martens tic Stainless Steel grades are plain chromium grades containing 11.5% to 18% of chromium with relating high carbon content (0.1% to 1.2%).Initially developed for cutlery, these are well suited for applications requiring high hardness and resistance to abrasion and erosion. These grades are magnetic and display fair cold forming

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characteristics. Martens tic Stainless Steel grades are commonly used for knife blades, shafts, spindles, values and pins. EXAMPLES410, 415, 420, JBS Basic properties: moderate corrosion resistance can be hardened by heat treatment and therefore high strength and hardness levels can be achieved poor weld ability magnetic

Common uses Knife blades surgical instruments shafts spindles

3. Austenitic Stainless Steel:Austenitic Stainless Steel grades are characteristics by superior corrosion and oxidation resistance, weld ability, Ductility, and toughness compared to ferrites and martens tic Stainless Steel grades for similar levels of chromium. They effectively withstand attack of organic acids (e.g. acetic acids, lactic, citric etc), exhibit good resistance to oxidizing acids (e.g. nitric acids) and fair resistance to mineral acids (e.g. sculpture acid). There are two broad categories of Austenitic Stainless Steel-chrome-nickel (300 series) and chrome-manganese (200 series).Currently, chrome nickel is the largest produced Stainless Steel category globally. Typical applications for this category include food processing, chemical plants, pharmaceuticals equipment, hospitals, textile, architectural, building construction, kitchenware, consumer durables etc.

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EXAMPLESCri : 301,304,304H,304L,304LN,309,309S etc. Cr-Mn : 201,204Cu, JSLAUS (Ji), J4 Basic properties: Excellent corrosion resistance in organic acid, industrial and marine environments. excellent weld ability (all processes) excellent formability, fabric ability and ductility excellent clean ability, and hygiene characteristics good high and excellent low temperature properties (high toughness at all temperatures) non magnetic (if annealed) harden able by cold work only (These alloys are not hardenable by heat treatment) Common uses: computer floppy disk shutters (304) computer keyboard key springs (301) kitchen sinks (304D) food processing equipment architectural applications chemical plant and equipment 4.Duplex Stainless Steel Duplex Stainless Steel grades contain relatively high chromium (between 18% and 28%) and moderate amounts of nickel (1% to 8%).This combination of ferritic and austenitic structures is called duplex. Many of these grades contain molybdenum (1% to 5%) and nitrogen (.05% to .3%).Some duplex stainless steel grades also contain manganese (upto 5%), copper (upto 2%) and tungsten (upto 2%). These grades exhibit high resistance to stress corrosion cracking and chloride ion attack and have higher yield strength than that 25

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of austenistic or ferritic steel grades. These grades are used in marine applications, offshore platforms, paper and pulp industry, chemical, petrochemical and desalination plants. EXAMPLES32205, 32304 Basic properties: high resistance to stress corrosion cracking increased resistance to chloride ion attack higher tensile and yield strength than austenitic or ferritic steels good weldability and formability

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Stress is
a Thinking, Emotional, Physical Response to Internal and/or External Demands and Pressures
Preventing Burnout
1. INTRODUCTION TO STRESS Refer to an individual response to a disturbing factor in the environment and the consequence of such reaction. Stress is mostly understood to be negative but it has positive dimension also. Where stress brings out something better from an individual, it is called stress. The stress experience 1. The person perception of the situation. 2. The person past experience 3. The presence or absence of social support. 4. Individual difference with regard to stress reaction.

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PerceptionPerception refers to a psychological process whereby a person selects and organizes stimuli in to a concept of reality. Employees perception of situation can influence whether or not they experience stress a simple transfer from one place to another may be perceived by one employ as an opportunity to see new place and learn new things. Past experienceWhether a person experience stress or not depend on his/her past experience with the similar stressor .writing anonymous letters against the boss or giving false stories published against the boss are common among disgruntled employees over a period of time, the boss will get used to such allegations ,though initially he/she undergoes stress

Social support-the presence or absence of other peoples influence how individual in the workplace experience stress and respond to stressor. the presence of co-worker may increase an individual confidence allowing the person to cope more effectively with stress . Individual difference-individual difference in motivation attitude personality and ability also influence whether employees experience work stress and if they do, how there to it.Moderator-moderator is a variable that causes the relationship between stress and its outcome to be stronger for some people and weaker for others. Stress, Definition of Stress, Stressor, What is Stress?, Eustress?

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Stress is not a useful term for scientists because it is such a highly subjective phenomenon that it defies definition. . it had noted in numerous experiments that laboratory animals subjected to acute but different noxious physical and emotional stimuli (blaring light, deafening noise, extremes of heat or cold, perpetual frustration) all exhibited the same pathologic changes of stomach ulcerations, shrinkage of lymphoid tissue and enlargement of the adrenals. He later demonstrated that persistent stress could cause these animals to develop various diseases similar to those seen in humans, such as heart attacks, stroke, kidney disease and rheumatoid arthritis. At the time, it was believed that most diseases were caused by specific but different pathogens. Tuberculosis was due to the tubercle bacillus, anthrax by the anthrax bacillus, syphilis by a spirochete, etc. What it proposed was just the opposite, namely that many different insults could cause the same disease, not only in animals, but in humans as well. Its theories attracted considerable attention and stress soon became a popular buzzword that completely ignored its original definition. Some people used stress to refer to an overbearing or bad boss or some other unpleasant situation they were subjected to. For many, stress was their reaction to this in the form of chest pain, heartburn, headache or palpitations. Others used stress to refer to what they perceived as the end result of these repeated responses, such as an ulcer or heart attack. Unfortunately, it was not aware that stress had been used for centuries in physics to explain elasticity, the property of a material that allows it to resume its original size and shape after having been compressed or stretched by an external force deformation, or strain, in a malleable metal. This created even more confusion when his research had to be translated into foreign languages. There was no suitable word or phrase that could convey what he meant, since he was really describing strain. Because it was apparent that most people viewed stress as some unpleasant threat, it subsequently had to create a new word, stressor, to distinguish stimulus from response. Stress was generally considered as being synonymous with distress and dictionaries defined it as "physical, mental, or emotional strain or tension" or "a condition or feeling experienced when a person perceives that demands exceed the personal and social resources the

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As illustrated to the left, increased stress results in increased productivity up to a point, after which things go rapidly downhill. However, that point or peak differs for each of us, so you need to be sensitive to the early warning symptoms and signs that suggest a stress overload is starting to push you over the hump. Such signals also differ for each of us and can be so subtle that they are often ignored until it is too late. Not infrequently, others are aware that you may be headed for trouble before you are. individual is able to mobilize." Thus, stress was put in a negative light and its positive effects ignored. However, stress can be helpful and good when it motivates people to accomplish more.

Types of Stress 1. Physical stress (from physical exertion) 2. Chemical stress (from exposure to a toxin in the environment, including from substance abuse) 3. Mental stress (from taking on too much responsibility and worrying about all that has to be done) 4. Emotional stress (from felling such as anger, fear frustration sadness,) 5. Nutritional stress (from deficiency in certain vitamins or nutrients in fat or protein or food allergies) 6.Psychospiritual stress (from unrest in your personal relationship or belief system, personal life goals and so on in general the factor that define whether or not you are happy)

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Stressor-source of Stress 1. Individual level stressor 2. Group level 3. Organization level 4. Extra-organization Individual level stressora. Personality b. Role overload c. Role conflict d. Task characteristics 2. Group level stressor a. Managerial behavior b. Lack of cohesiveness c. Intra group conflict d. Sexual harassment e. Workplace violence 3. Organization level a. climate b. management styles c. organizational design d. organization life cycle 4. Extra organization a. family b. economy c. lack of mobility d. quality of life

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Stress Management
Efforts to control and reduce tension that occurs with a difficult or unmanageable situation Stress is neither good or bad it is cumulative & very personal. The body responds to what it perceives

Preventing Burnout
Stress Management Stress management is set to become primary strategic and operational concern for all organization because of the direct relationship between decency and humanity, good employment practice, and successful business. Stress places a cost burden on organizations in all locations and sectors, and there is also a human price among those who work in stressful situation on suffer from stress related injuries and illness. -Cost 1. the cost of having staff of sick for stress-related injurires and illness. 2.cost involved in having to manage , address and resolve related issues, for example , where staff have turned to drink and durgs as a relief from stress. -Human factors

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Stress has a very stong subjective element. Some individuals take in there stride what other find extremely stressful .some peoples find different parts of work more stressful than others . -Responsibility Effective stress management brings direct obligations and responsibilies and ttese also have a cost. Effects of Stress Stress is difficult for scientists to define because it is a highly subjective phenomenon that differs for each of us. Things that are distressful for some individuals can be pleasurable for others. We also respond to stress differently. Some people blush, some eat more while others grow pale or eat less. There are numerous physical as well as emotional responses as illustrated by the following list of some 24 common signs and symptoms of stress.

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1. Frequent headaches, jaw clenching or pain 2. Gritting, grinding teeth 3. Stuttering or stammering 4. Tremors, trembling of lips, hands 5. Neck ache, back pain, muscle spasms 6. Light headedness, faintness, dizziness 7. Ringing, buzzing or "popping sounds 8. Frequent blushing, sweating 9. Cold or sweaty hands, feet 10. Dry mouth, problems swallowing 11. Frequent colds, infections, herpes sores 12. Rashes, itching, hives, "goose bumps" Stress effect on business

.13

Insomnia,

nightmares,

disturbing racing

dreams 14. Difficulty

concentrating,

thoughts 15. Trouble learning new information 16. Forgetfulness, disorganization, confusion 17. Difficulty in making decisions. 18. Feeling overloaded or overwhelmed. 19. Frequent crying spells or suicidal 20. thoughts Feelings of in loneliness appearance, or

worthlessness 21. Little interest

punctuality 22. Nervous habits, fidgeting, feet tapping 23. Increased frustration, irritability, edginess 24. Overreaction to petty annoyances

Job stress is also very costly with the price estimated at over $300 billion annually as a result of: Accidents Absenteeism Employee turnover Diminished productivity Direct medical, legal, and insurance costs Workers' compensation awards as well as tort and FELA judgments

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Consider the following statistics:

40% of job turnover is due to stress. Xerox estimated that it cost them $1 to $1.5 million to replace a top executive and that was two decades ago

Replacing an average employee today costs between $3,000 and $13,000. 60 to 80% of accidents on the job are stress related and some, like the Three Mile Island and Exxon Valdez disasters, can affect untold thousands many miles away.

Double digit increases in Workers' compensation premiums every year as a result of mental stress claims threaten to bankrupt the system in several states.

Repetitive musculoskeletal injuries like carpal tunnel syndrome have become the nation's leading workplace health cost and account for almost of all Workers' compensation awards.

EMPLOYEES WELLNESS PROGRAM

#1 Decreased Health Care Costs The implementation of Wellness Programs has proven effective in reducing company health care costs. The concept of a Wellness Program was introduced initially for dual purposes. Rising health costs meant employers were looking for a way to minimize the expense whilst maintaining healthy human resources. The inception of Wellness Programs provided an effective solution. Wellness Programs significantly reduce the high company cost of employee health care. #2 Work Place Morale Wellness Programs covers a broad range of healthcare initiatives. From nutritional advice to exercise programs and medical cover these programs look after diverse employee needs. The effectiveness of a Wellness Program in terms of the office environment is 36

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simple. Employees are healthy therefore on the whole a lot happier; this equates to maximized performance. They are also aware that the company is taking measures to ensure their health and wellbeing this breeds loyalty and responsibility. #3 Reduced Absenteeism There are many factors that influence a persons health and well being. These could be minor infliction such as a cold or flu or major such as heart problems or obesity. Any of these could result in the employee taking time off work. The benefit of a Wellness Program is that this time will be significantly reduced, if not avoided all together. There are many small changes in lifestyle that can influence overall health and wellbeing. A Wellness Program identifies these, educates and implements them. Through education, training and professional health care a Wellness Program can greatly reduce absenteeism. For your company this is the bottom line, reduced absenteeism equals a reduction in costs and an increase in productivity. #4 Reduced Overall Costs Employee Wellness Programs have a range of benefits for employers. Both quantifiable figures and intangible results highlight these. For the company as a whole one of the most significant benefits is the reduction in overall company costs. It is hard to quantify what you gain via increased morale, productivity and work performance however the reduced sick leave, absenteeism and lower health costs contribute to a sizable reduction in overall costs. To further explore the cost of implementing a corporate wellness program please click on the link to receive quotes. #5 Increased Productivity The main aim of an Employee Wellness Program is to encourage employees to lead healthier lifestyles. This is affected through education, incentives and health care directed by the company and the Wellness Program. It is proven that when an employee is healthy

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they are more productive. Being healthy increases concentration, energy levels and output. It also ensures you are able to consistently perform at the desired level. Increased productivity in the work place is a by-product of the success of Wellness Programs. #6 Increased Responsibility

An Employee Wellness Program indicates to employees that the company cares about their well being. While it is common knowledge that these programs benefit employers, the benefits are mutual. A well taken care of employee feels an affiliation with the company; they develop a level of responsibility associated with their work. This type of attitude within the work place is invaluable. An employee that feels like the company takes in interest in their wellbeing and health will take an interest in performing to the best of their ability.

#7 Increased Company Loyalty

Increased employee loyalty is another significant selling point for Employee Wellness Programs. This is one of those intangible benefits that you really cant put a price on. Company loyalty means reduced costs in terms of recruitment and turnover. This also makes for a more harmonious working environment.

#8 Reduced Sick Leave Wellness Programs have had a lasting impact on the cost of sick leave. Through education, training regimes and lifestyle management these types of programs have considerably reduced the cost of sick leave.

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#9 Improved Work Performance Employee Wellness Programs cater for all manner of health and lifestyle problems. The aim is to promote healthy lifestyle choices to reduce the amount of medical attention required. Lower medical costs are just the tip of the ice burg. Employees who participate in these programs have noted a substantial improvement in work performance.

#10 Decreased Health Insurance Costs Health insurance premiums are rising exponentially every year. The cost is rapidly rising to the point where employers have to find new ways to reduce their health expenses. Wellness Programs have shown incredible returns and remarkable results. Health costs for those companies using Employee Wellness Programs are significantly reduce

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KEEP YOUR STRESS UNDER CONTROL The overwhelming wave of information from technological advances; the pace of globalization in nearly every business; overwork and job insecurity, plus the chaotic dysfunction of company politics have brought about tremendous stress in the workplace. After heart disease, depression in the workplace is the most disabling illness for workers around the world. Predictions are mental and neurological disorders could pass highway accidents, AIDS and violence as a primary cause of work years lost from early death or disability in the next 20 years if nothing is done. And, futurists also say women are twice as likely as men to suffer from depression at work. What's the cause of all that stress? There isn't one single cause ... it's a combination of unrealistic deadlines, lack of clear instructions, isolated working conditions, lack of decision-making, workplace surveillance, uncertainty of job status, and dominating managers. While some companies are trying to improve their management strategies by putting greater emphasis on family and life issues with stress reduction programs, it still becomes the responsibility of an individual to control stress. Let's face it. Anyone who expects a job, a leadership position, or even life itself, to be all fun and games is not living in the real world. There are always going to be tough times. And the higher you climb up the ladder of success, the tougher things become. Have you seen the sign that reads: "It's mind. I worked for it. I deserve it! As soon as I find time, I'll have my nervous breakdown." That sounds funny but it's become shockingly true. When you look around you, who would you say suffers most often from stress? The harddriving boss who's always fuming? The overly-achieving, aggressive salesperson? Let's look at some remedies to help reduce the stress in your life:

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1. Prepare for problems. We don't plan to die next week but we still pay our life insurance premiums each month ... just in case. You don't plan to have a flat tire, but you always have a spare in the trunk, right? The same with problems in your life. One of the best lifelines you can have is the understanding and courage to handle problems that occur. Many problems are simply opportunities hiding behind the mask of trouble. When you have the courage to confront problems head-on, your chances of avoiding a crisis or emergency increase greatly. When you recognize dangerous situations in advance, actions can be taken to avert a catastrophe and avoid a heap of stress. 2. Understand the problem. Many times, we don't take time to understand the true nature of a problem. "Bill just jumped up from his chair and ran out the door," an excited employee said to the boss. "You taught us that it was unsafe to run through the office." "Did you try to stop him?" the boss asked. "Yes, but he kept on running," the employee replied. "His pants were on fire." Always get to the root cause of the problem. You might discover that what was perceived, as the problem is only a symptom of the real problem. 3. Probe the problem. Edwards Deming, the American credited with starting the total quality movement in Japan after World War II, taught that problem solvers need to ask seven "why" questions to get to the root cause of a problem. I've found that to be very helpful in my work. As a business consultant, I'm often confronted with problems within a client's organization. When I ask "Why does this problem exist?" and follow with another "why" question, then another and another until the seventh one does the real cause of the problem become clear. Don't jump to conclusions without seeing the complete picture. The solution should be in fixing the problem, not focusing the blame. 4. Use the fishbone. Another Deming technique from total quality management to solve problems is the Ishikawa fishbone method. To disclose the causes to the problem, draw a

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horizontal arrow that points toward a written statement of the problem. Just a simple sentence will do. Now, start brainstorming all the possible causes of the problem. Draw lines resembling fishbone from the horizontal arrow to represent the various categories of possible causes. For example, suppose the problem is telephone order-takers in your sales department are getting a lot of incorrect purchase order numbers from customers. What are some of the causes? Maybe it's the method of taking orders: the order-taker didn't repeat the number. Or it could be the order-takers who have had an increase in overtime and they didn't take time to ask for the number. Perhaps they work in a noisy environment or there's no separate number on the computer keypad. It could be they are rewarded on the number of orders taken, not on accuracy. Most problems have five contributing categories: people, method, environment, equipment and measurement. The fishbone will provide a wide range of causes. Now, you are ready to start analyzing and prioritizing those causes to take corrective action. 5. See the solution. What will the situation look like when the problem is solved? Have that picture in your mind as you begin to analyze the various causes to the problem. Then, start prioritizing the reasonable choices open to you. Don't settle on one without considering all the actions available. And, discuss the problem and your choices with someone whose judgment you value before making your decision. 6. Take action. As Nike's slogan says: "Just do it." Don't ponder or delay. Take action and start implementing your decision. Good leaders move forward. Consultant and author Tom Peters says we need to fail forward faster. It's usually best to act and make a mistake than to do nothing or to postpone action. I like Mark Twain's words: "You'll get run over if you just sit there."

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FOCUS OF THE PROBLEM Today Indian Steal industry there is more competition in this sector due to privatization. Every Company wants to more and more profit. This time Steel industries is not in Good position so the government is also help the steal sector. In this report the main focus is on the employee stress in different steel companies Some main focused contents in this project are: To study the level of stress in JSL steal company. To study the strategies to cope with stress in JSL

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Objective of study:
Main objective of our study is to understand level of stress among workers so that we can find out ways to reduce stress and to improve efficiency.

To measure stress level among employees To curb stress among employees To know causes of stress inside and outside the organization To suggest JSL on stress Management To study the stress management strategies

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RESEARCH DESIGN

Collection of the Data

Organizing the Data

Presentation Of Data

Analysis of Data

Interpretation of Data

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RESEARCH METHODOLOGY Organizing survey and doing research has become a part of life in the modern era. Research is common parlance refers to search for knowledge and new facts. It consists of systematic collection, recording analyzing, interpretation and reporting of information. It consists of various sequences of steps to be adopted by the researcher I studying the problem with certain objective in view. (1) Collection of the Data:This is the first in the process. It forms the formation of whole data source .data was collected through questionnaires, personal interviews and from the support of management. (2) Organizing:The information data collected during data collection process are organized and presented in a compressible sequence to make them understandable. The data, thus obtained is the educated, classified and put via tabulated forms to make it understandable. Analysis of Data:After the data has been properly organized, it is ready for presentation. The main objective is to put collected data into researches then has to proceed towards conclusion by the logical inferences:(a) (b) (c) By bringing the raw data to measure data. Summarizing the data. Applying analytical method to manipulate the data and that their interrelationship and quantitative measuring become evident.

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Analysis pattern

1. I can't honestly say what I really think or get things off my chest at work.

Strongly agree
75%

Strongly disagree
10%

Somewhat agree
15%

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Strongly agree Strongly disagree Somewhat agree

Interpretation
The above table and diagram shows that 75%employees JLS were strongly agree that they. really think or get things off my chest at work The above table and diagram shows that 10%employees JLS were strongly disagree that they really think or get things off my chest at work.

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The above table and diagram shows that 15%employees JLS were somewhat agree that they really think or get things off my chest at work.

2. My job has a lot of responsibility, but I don't have very much authority
Strongly agree
75%

Strongly disagree
25%

Somewhat agree
5%

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Strongly agree Strongly disagree Somewhat agree

Interpretation
The above table and diagram shows that 75%employees JLS were strongly agree that they don't have very much authority 50

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The above table and diagram shows that 10%employees JLS were strongly disagree that they don't have very much authority The above table and diagram shows that 15%employees JLS were somewhat agree that they don't have very much authority

3. I could usually do a much better job if I were given more time.

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Strongly agree
65%

Strongly disagree
10%

Somewhat agree
25%

Strongly agree Strongly disagree Somewhat agree

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Interpretation
The above table and diagram shows that 65%employees JLS were strongly agree that they don't have very much authority The above table and diagram shows that 10%employees JLS were strongly disagree that they were given more time. The above table and diagram shows that 25%employees JLS were somewhat agree that they were given more time.

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4. I seldom receive adequate acknowledgment or appreciation when my work is really good.

Strongly agree
95%

Strongly disagree
3%

Somewhat agree
2%

Strongly agree Strongly disagree Somewhat agree

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Interpretation
The above table and diagram shows that 95%employees JLS were strongly agree that the work is really good. The above table and diagram shows that 3%employees JLS were strongly disagree that the work is really good. The above table and diagram shows that 2%employees JLS were somewhat agree that the work is really good.

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5. In general, I am not particularly proud or satisfied with my job

Strongly agree
5%

Strongly disagree
85%

Somewhat agree
10%

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Strongly agree Strongly disagree Somewhat agree

Interpretation
The above table and diagram shows that 5%employees JLS were strongly agree that they were not particularly proud or satisfied with my job. The above table and diagram shows that 85%employees JLS were strongly disagree that they were not particularly proud or satisfied with my job. The above table and diagram shows that 10%employees JLS were somewhat agree that they were not particularly proud or satisfied with my job.

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6. I have the impression that I am repeatedly picked on or discriminated against at work.

Strongly agree
30%

Strongly disagree
25%

Somewhat agree
45%

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Strongly agree Strongly disagree Somewhat agree

Interpretation

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The above table and diagram shows that 30%employees JLS were strongly agree that they were repeatedly picked on or discriminated against at work.

The above table and diagram shows that 25%employees JLS were strongly disagree that they were repeatedly picked on or discriminated against at work.

The above table and diagram shows that 45%employees JLS were somewhat agree that they were repeatedly picked on or discriminated against at work.

7. My workplace environment is not very pleasant or particularly safe.

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Strongly agree
15%

Strongly disagree
80%

Somewhat agree
5%

Strongly agree Strongly disagree Somewhat agree

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Interpretation

The above table and diagram shows that 15%employees JLS were strongly agree that the workplace environment is not very pleasant or particularly safe. The above table and diagram shows that 80%employees JLS were strongly disagree that the workplace environment is not very pleasant or particularly safe. The above table and diagram shows that 5%employees JLS were somewhat agree that workplace that the environment is not very pleasant or particularly safe. .

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8. My job often interferes with my family and social obligations or personal needs

Strongly agree
45%

Strongly disagree
15%

Somewhat agree
40%

Strongly agree Strongly disagree Somewhat agree

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Interpretation

The above table and diagram shows that 45%employees JLS were strongly agree that they were interferes threr and social obligations or personal needs The above table and diagram shows that 15%employees JLS were strongly disagree that they were with threr and social obligations or personal needs

. The above table and diagram shows that 40%mployees JLS were strongly agree that they were interferes threr and social obligations or personal needs

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9. I tend to have frequent arguments with superiors, coworkers or customers.

Strongly agree
40%

Strongly disagree
55%

Somewhat agree
5%

Strongly agree Strongly disagree Somewhat agree

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Interpretation
The above table and diagram shows that 40%employees JLS were strongly agree that they had frequent arguments with superiors, coworkers or customers. The above table and diagram shows that 55%employees JLS were strongly disagree that they had frequent arguments with superiors, coworkers or customers. The above table and diagram shows that 5%employees JLS were somewhat agree that they had frequent arguments with superiors, coworkers or customers.

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10. Most of the time I feel that I have very little control over my life at work.

Strongly agree
60%

Strongly disagree
16%

Somewhat agree
14%

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Strongly agree Strongly disagree Somewhat agree

Interpretation
The above table and diagram shows that 60%employees JLS were strongly agree that they had very little control over their lives at work. The above table and diagram shows that 16%employees JLS were strongly disagree that they had very little control over their lives at work. The above table and diagram shows that 14%employees JLS were somewhat agree that they had very little control over their lives at work.

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3.terpretation:Interpretation comes to bring out the meaning of data. From the analysis of data the various conclusions are drawn on the basic of logic. METHOD OF DATA COLLECTION The study is essentially primary based which is collected through a closed ended questionnaire. Primary data has been collected by means of surveys i.e. questionnaire. Personal interview has also been conducted.

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Secondary data were collected from different sources. It was collected from companys support, various journals of the company and companies websites.

Questionnaire: The data has been collected with the help of a well-structured closed questionnaire. Apart from personal information the questions from different aspects relating to wage and salary are included in the questionnaire. The first consideration in the questionnaire design was to include all relevant questions required to obtain the necessary information. Special care was taken not to include any unnecessary question to avoid contamination by useless information. Also the demographic and personal profile of the respondents was recorded. Analysis and interpretation of data Keeping in view the specific objectives of the study, the data collected through questionnaire has bee analyzed and interpreted with the help of statistical tabulation method by using simple percentage and using bar graphs.

LIMITATIONS OF THE STUDY

The study on this project as been done with full efforts and uttermost care. But still there may be some limitations beyond control which might make the findings and conclusions in this study prove the some deviations from actual results. Some limitations may be as follows: It being a care study of only one organization, the conclusions and inferences drawn are specifically applicable to that particular organization, and in general way the unit of similar characteristics. Another limitation if the study is that the number of the workers in the sample is some what small considering the total of worker force. 70

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The only justification for this is the lack of the time and resources and the disposal of researcher on various counts the information business cannot be ruled out.

Another limitation of study was scarcity of time because time duration was very sort for the project work. Hence only limited survey could be done.

Responses from respondents may be different from actual views. Respondents might have not disclosed their actual views because of keeping it secret. Their was difficulty in data collection. A great deal of hesitation among the respondent while giving information.

FINDINGS
Based on the research conducted regarding wage and salary, these following points were founded: The basic facilities like- accommodation, housing, medical etc is being given to workers. Workers are getting rewards in accordance with the work done, however, they feel,they could be compensated with additional perks Majority of workers are viewing policies and practices of management as fair.

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Most of the workers are satisfied with the promotion policy but still there are workers who are not satisfied with it.

SUGGESTIONS

Based on the findings following suggestions are recommended:-

The policies and procedures of the management. should be made more transparent Rewards should be provided to the workers according to their capabilities and open up opportunities to enhance their potential

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Company should avoid wastages and be cost competitive Promotion policy should be made fairer. Find out the untapped areas where SS can be used Reduce the input cost

Organization of the study

The project entitled stress management

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The Chapter first deals with the introduction of the study where the author highlighted what are its significance, objectives, focus of the problem, and what are the findings of previous studies related to this study.

The chapter second includes the description of the industry for which the study is related and the company profile of the company where the study has been done.

The chapter third includes research methodology that what kind of research is this, how the data has bee collected what is the sample size and analysis pattern.

The chapter forth includes the theoretical analysis ad the interpretation of the study so that we can deduce the results from the data which have been collected for this purpose.

The chapter fifth deals with the annexure and bibliography.

QUESTIONNAIRE
1.General Profile Name: ________________________ Age (in years):

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21-30 41-50 Sex:

Male

31-40 50-60 Female

Qualification: Below metric Graduate Experience: 0-10 10-20 20-30 Marital status: Married Unmarried Metric Post graduate

1. I can't honestly say what I really think or get things off my chest at work. 2. My job has a lot of responsibility, but I don't have very much authority. 3. I could usually do a much better job if I were given more time. 4. I seldom receive adequate acknowledgment or appreciation when my work is really good. 5. In general, I am not particularly proud or satisfied with my job. 6. I have the impression that I am repeatedly picked on or discriminated against at work. 7. My workplace environment is not very pleasant or particularly safe. 8. My job often interferes with my family and social obligations or personal needs. 9. I tend to have frequent arguments with superiors, coworkers or customers. 10. Most of the time I feel that I have very little control over my life at work.

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BIBLIOGRAPHY
K.Aswathappa and V.S, RAO, Human resource management, Pearson Education (Twelfth edition) Ramaswamy , Mr. Sunil Kumar, New Delhi,

HR Management, Macmillan India Ltd. New Delhi, (third edition) Steel and You Annual Report of JSL www.Jindal Stainless Limited www.Stress management

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1. I can't honestly say what I really think or get things off my chest at work.

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