Stress MGMT

CHAPTER 1
INTRODUCTION
INDUSTRIAL STRESS MANAGEMENT
WHY STUDY THIS TOPIC?

Stress is a reality of modern society. Everyone confronts it and everyone must learn how
they will live with it. For family caregivers, stress is often of a higher intensity and longer
duration than for others, and requires diligence to manage effectively. Recognizing the
symptoms of stress will allows to address the source before the physical or emotional
consequences become overwhelming. Learning to slow down, breath deeply, and see the
humor in life will promote health and well-being.
Various surveys have shown that the rate of stress among employees working in
Manufacturing is rated quite high as compared to various other sectors due to several
reasons like long working hours, irregular shifts. 8 out of every 10 employee working in
an organization deals with stress. So, therefore the research will help to understand the
various factors that lead to stress in the organization and the measures that organizations
take in order to reduce stress.
STRESS DEFINED
Stress is the result of placing undue expectations or desire on us, creating images of our
self and trying to live up to the image that has been created by others. It is an interaction
between the person and their (work) environment and is the awareness of not being able
to cope with the demands of one’s environment, when this realization is of concern to the
person, in that both are associated with a negative emotional response.
WHAT ARE THE SOURCES OF STRESS

1. Physical level- body
2. Intellectual level- mind
3. Environmental level- natural calamity
4. Occupational level- Career, skills
5. Social level- family. Friends.
STRESS AS PART OF LIFE
It would be a dull life if there were no challenges in it. Indeed there is some evidence that
having no challenges at work is more ‘stressful’ than the presence of challenges that
stretch us to a degree. The idea that we ‘need stress’ in our lives is obviously capable of
exploitation.
WORKPLACE STRESS DEFINED

“Workplace stress" then is the harmful physical and emotional responses that can happen
when there is a conflict between job demands on the employee and the amount of control
an employee has over meeting these demands. In general, the combination of high
demands in a job and a low amount of control over the situation can lead to stress.
FACTORS LEADING TO WORKPLACE STRESS

• Demographic Factors:
1. Aging
2. Gender
3. Marital Status
• Design of tasks
• Management Style
• Interpersonal Relationship
• Environmental Conditions:
NEED FOR STRESS MANAGEMENT

Stress Management is an important part of daily living for everyone. We all need stress in
order to survive. Teams need it to perform well, and in the right doses, it can be very
healthy, or even enjoyable.
The need for stress management should be one of the top agendas in modern day society.
The rages alone such as Road Rage and the trends of violent acts in life today prove a lot
of it well. Living today is a lot tougher than it was even in the days of the great
depression. Today stress management is important in everyone’s lives. It’s necessary for
long happy lives with less trouble that will come about. There are many ways to deal with
stress ranging from the dealing with the causes of stress to simply burning off its effects.
Moreover it is now an accepted fact in the medical community; according to recent
research, that stress is one of the major causes of all illnesses. Stress can cause Migraines,
Stroke, Eczema, a weak Immune System, and many other diseases.
Therefore, stress management help employees working in the organization know the
method to manage stress better, the optimal level for stress for themselves, maintaining of
emotional reserve etc.
CHAPTER 2
REVIEW OF
LITERATURE
LITERATURE REVIEW
During the course of our life, we encounter stress, some in high levels, and some in low.
Stress is the result of placing undue expectations or desire on us, creating images of our
self and trying to live up to the image that has been created by others. When we compare
the image of ourselves to the reality of ourselves, opposing forces are created, and our
mind tries to match the created image with the current situation.
Stress can be made worse by other people’s expectations, and being human we always
care what others think of us, even though we tell ourselves that we do not. We try to
change ourselves so that other people, regardless of whether they care, can accept us or
not. Therefore the motive /objective of this study is to know the following aspects.
STRESS:
The word 'stress' is defined by the Oxford Dictionary as "a state of affair involving
demand on physical or mental energy". A condition or circumstance (not always
adverse), which can disturb the normal physical and mental health of an individual. In
medical parlance 'stress' is defined as a perturbation of the body's homeostasis. This
demand on mind-body occurs when it tries to cope with incessant changes in life. A
'stress' condition seems 'relative' in nature. Extreme stress conditions, psychologists say,
are detrimental to human health but in moderation stress is normal and, in many cases,
proves useful. Stress, nonetheless, is synonymous with negative conditions. Today, with
the rapid diversification of human activity, we come face to face with numerous causes of
Stress and the symptoms of stress and depression.
It is an interaction between the person and their (work) environment and is the awareness
of not being able to cope with the demands of one’s environment, when this realization is
of concern to the person, in that both are associated with a negative emotional response.
Stress is the reaction that people have when they worry that they can't cope with the
pressures or other types of demand placed upon them. Stress can be described as the
adverse reaction people have to excessive pressure or other excessive demands placed on
them. It is one’s reaction to external events and it can be positive or negative depending
upon how one reacts. It is the general wear and tear of the body machine that takes place
due to extra demands put on it. In other words stress can be defined as “body’s non-
specific response to any demand made on it”.
It is the inability to cope with a real or imagined threat to one’s mental, emotional,
physical, social, economic, and spiritual well being which results in a series of
physiological responses and adaptations. It is generally believed that some stress is okay
(sometimes referred to as "challenge” or "positive stress") but when stress occurs in
amounts that you cannot handle, both mental and physical changes may occur and thus
everyone reacts to stress in different ways. 2.2 THE DYNAMICS OF STRESS In a
challenging situation the brain prepares the body for defensive action—the fight or flight
response by releasing stress hormones, namely, cortisone and adrenaline. These
hormones raise the blood pressure and the body prepares to react to the situation. With a
concrete defensive action (fight response) the stress hormones in the blood get used up,
entailing reduced stress effects and symptoms of anxiety.
When we fail to counter a stress situation (flight response) the hormones and chemicals
remain unreleased in the blood stream for a long period of time. It results in stress related
physical symptoms such as tense muscles, unfocused anxiety, dizziness and rapid
heartbeats. We all encounter various stressors (causes of stress) in everyday life, which
can accumulate, if not released. Subsequently, it compels the mind and body to be in an
almost constant alarm-state in preparation to fight or flee. This state of accumulated stress
can increase the risk of both acute and chronic psychosomatic illnesses and weaken the
immune system of the human body.
STRESS AS PART OF LIFE

It would be a dull life if there were no challenges in it. Indeed there is some evidence that
having no challenges at work is more ‘stressful’ than the presence of challenges that
stretch us to a degree. The idea that we ‘need stress’ in our lives is obviously capable of
exploitation. A balance between stimulation and rest is required and common experience
suggests that our ability to respond to challenges is limited. We can be overstretched and
lose function or we can operate within our tolerances and function effectively. This
means that two keys to considering whether stressors are ‘good’ or ‘bad’ is to ask if
people are working within their tolerance and if they have adequate ‘recovery’ time.
This approach tells us that prolonged and/or profound stress can be unhealthy for a
person and, by implication, the organization he or she works for. One indication of a
negative (as opposed to a challenging) situation is when many employees report stress or
where a work group becomes dysfunctional
STRESS DEFINED -VE VS +VE
S strain and pressure S smiling and laughing

T tension T talking softly
R ranting and raving R relaxation
E easily irritated E enjoy yourself
S sadness S smelling of flowers
S saddled by our own fear S slowing down
Everyone responds differently to stress. It depends, to some degree, on one’s

conditioning and on the adaptive energy one is born with. Pressure is inevitable. We
cannot go through life without experiencing pressure and attempting to avoid pressure is
not realistic. Pressure needs to be actively managed. It’s a neutral force, which can
produce both positive and negative outcomes depending on an individual’s adaptability
and coping skills. It can also be the stimulus to enjoy our lives and learn new skills,
experience excitement and get things done. On the other hand, it can be the force that
causes depression and anxiety, makes one fail to complete tasks, miss deadlines, break up
relationships and become serious ill. In other words, pressure can either help to raise
performance or it can cause stress. Therefore, the way we react to pressure, combined
with our adaptability, governs the outcome of the stress process.
STRESS CAN BE POSITIVE
The words 'positive' and 'stress' may not often go together but according to Psychologists
some 'stress' situations can actually boost our inner potential and can be creatively helpful
and that stress, in moderate doses, are necessary in our life. Stress responses are one of
our body's best defense systems against outer and inner dangers. In a risky situation (in
case of accidents or a sudden attack on life et al), body releases stress hormones that
instantly make us more alert and our senses become more focused. The body is also
prepared to act with increased strength and speed in a pressure situation. It is supposed to
keep us sharp and ready for action.
Research suggests that stress can actually increase our performance. Instead of wilting
under stress, one can use it as an impetus to achieve success. Stress can stimulate one's
faculties to delve deep into and discover one's true potential. Under stress the brain is
emotionally and biochemical stimulated to sharpen its performance. Stress is, perhaps,
necessary to occasionally clear cobwebs from our thinking. If approached positively,
stress can help us evolve as a person by letting go of unwanted thoughts and principle in
our life. Very often, at various crossroads of life, stress may remind us of the transitory
nature of our experiences, and may prod us to look for the true happiness of life
FINDING OUT OPTIMAL STRESS.

There is no single level of stress that is optimal for all people. Individual differ with with
unique requirements. As such, what is distressing to one may be a joy to another. And
even when we agree that a particular event is distressing, we are likely to differ in our
physiological and psychological responses to it.
The person who loves to arbitrate disputes and moves from job site to job site would be
stressed in a job which was stable and routine, whereas the person who thrives under
stable conditions would very likely be stressed on a job where duties were highly varied.
Also, our personal stress requirements and the amount which we can tolerate before we
become distressed changes with our ages.
It has been found that most illness is related to unrelieved stress. If one is experiencing
stress symptoms, he is said to have gone beyond his optimal stress level; and therefore he
need to reduce the stress in his life and/or improve his ability to manage it.
THE CAUSES
• Life Crises
Research has proven that experiences that we have encountered over the years are
likely to cause diseases, which would not manifest until later on in life.
The death of a spouse or a truly loved one causes the highest level of stress,
followed by divorce and a marital separation. The conflicts intertwined with
relationships with people close to you cause you the most stress.
• OCCUPATIONAL STRESS
As humans, most of our time in life is spent working as compared to any other
activity. Occupational stress is a result of a factor or combinations of factors at
work. It interacts with the worker to disrupt their psychological or physical well-
being. It can be caused by a number of factors including:
Work overload, coming from an overload of what the worker is expected to do. It
may also be the ambiguity of the task required of the worker.
• SOCIAL NETWORKS DISINTEGRATION
Relationships have been proved to be one of the more important aspects of our
human life, especially to our psychological and physical well-being. Thus if
someone who you truly cherish, passes away, your social network begins to
disintegrate, as we feel a loneliness take over our life. This is because as humans,
we need the warmth and love that relationships bring to us.
THE CONSEQUENCES OF STRESS

Diseases - Stress has been the consequence for 50-80% of diseases.
Insomnia - The inability to fall asleep.
Hypertension - High blood pressure, which would lead to lethal complications.
Aging - Research has proven that people age faster when they experience more stress.
WHEN ARE THE EFFECTS OF STRESS CRITICAL?

Stress can create safety hazards in the workplace, particularly in safety-critical or
Safety-sensitive jobs and are especially critical where other workers of members of the
public may be affected. Errors that can be made are not exclusive to health and safety:
• A fatigued pilot or air traffic controller is likely to place many more lives at risk
than their own.
• A fatigued worker on a scaffold.
• Fatigued employees using dangerous machinery or a fatigued driver.
• A highly trained employee becomes unable to cope with being at the interface
between public expectations and legislative/operational requirements, and
resigns.
• An employee in a company where business is increasing rapidly loses track of
the status of an order – and the company loses that customer’s business.
Managers need to be able to recognize stress and fatigue when it develops in
their employees and leads to impairment, and should have the training and
systems to make sure they can recognize impairment and its potential causes,
and act to prevent problems.
INDIVIDUAL DIFFERENCES
Individuals, depending on the current context of their working life, have different
tolerances or susceptibilities to ‘stress’ (different sizes of their personal ‘resilience’
buckets). This can depend partly on the amount of support they get from personal and
work relationships, the work demands and factors such as their health status and the
interest and meaning in their job. There is no reason to expect that resilience will be
constant. As a person experiences life changes and their inevitable difficulties, there will
be times when resilience is lesser or greater.
Employers still have some responsibility to more sensitive employees who develop
problems but, given the wide range of individual susceptibility, are not expected to
guarantee 100% protection over every person’s working life.
Therefore, acceptable levels of workplace stressors should not be established by either
the last survivor or the most vulnerable. As with all health and safety systems, the
standard procedure is to identify known stressors (hazards) and introduce management
systems that prevent these stressors translating into harm for individuals.
WORKPLACE STRESS:
"Workplace stress" then is the harmful physical and emotional responses that can happen
when there is a conflict between job demands on the employee and the amount of control
an employee has over meeting these demands. In general, the combination of high
demands in a job and a low amount of control over the situation can lead to stress.
Stress in the workplace can have many origins or come from one single event. It can
impact on both employees and employers alike. As stated by the Canadian Mental Health
Association:
Fear of job redundancy, layoffs due to an uncertain economy, increased demands for
overtime due to staff cutbacks act as negative stressors. Employees who start to feel the
"pressure to perform" can get caught in a downward spiral of increasing effort to meet
rising expectations with no increase in job satisfaction. The relentless requirement to
work at optimum performance takes its toll in job dissatisfaction, employee turnover,
reduced efficiency, illness and even death. Absenteeism, illness, alcoholism, "petty
internal politics", bad or snap decisions, indifference and apathy, lack of motivation or
creativity are all by-products of an over stressed workplace
Stress at work is a relatively new phenomenon of modern lifestyles. The nature of work
has gone through drastic changes over the last century and it is still changing at
whirlwind speed. They have touched almost all professions, starting from an artist to a
surgeon, or a commercial pilot to a sales executive. With change comes stress, inevitably.
Professional stress or job stress poses a threat to physical health. Work related stress in
the life of organized workers, consequently, affects the health of organizations.
Job stress is something we all face as workers -- and we all handle it differently. The
nature of work is changing at whirlwind speed. Perhaps now more than ever before, job
stress poses a threat to the health of workers and, in turn, to the health organizations. Job
stress is a chronic disease caused by conditions in the workplace that negatively affect an
individual's performance and/or overall well-being of his body and mind. One or more of
a host of physical and mental illnesses manifests job stress. In some cases, job stress can
be disabling. In chronic cases a psychiatric consultation is usually required to validate the
reason and degree of work related stress.
Are the harmful physical and emotional responses that can happen when there is a
conflict between job demands on the employee and the amount of control an employee
has over meeting these demands. In general, the combination of high demands in a job
and a low amount of control over the situation can lead to stress. Stress in the workplace
can have many origins or come from one single event. It can have an impact on both
employees and employers.
WHAT ARE THE CAUSES OF JOB STRESS?

Nearly everyone agrees that job stress results from the interaction of the worker and the
conditions of work. Views differ, however, on the importance of worker characteristics
versus working conditions as the primary cause of job stress. These differing viewpoints
are important because they suggest different ways to prevent stress at work.
According to one school of thought, differences in individual characteristics such as

personality and coping style are most important in predicting whether certain job
conditions will result in stress-in other words, what is stressful for one person may not be
a problem for someone else. This viewpoint leads to prevention strategies that focus on
workers and ways to help them cope with demanding job conditions.
JOB INSECURITY
organized workplaces are going through metamorphic changes under intense economic
transformations and consequent pressures. Reorganizations, takeovers, mergers,
downsizing and other changes have become major stressors for employees, as companies
try to live up to the competition to survive. These reformations have put demand on
everyone, from a CEO to a mere executive.
HIGH DEMAND FOR PERFORMANCE

Unrealistic expectations, especially in the time of corporate reorganizations, which,
sometimes, puts unhealthy and unreasonable pressures on the employee, can be a
tremendous source of stress and suffering. Increased workload, extremely long work
hours and intense pressure to perform at peak levels all the time for the same pay, can
actually leave an employees physically and emotionally drained. Excessive travel and too
much time away from family also contribute to an employee's stressors.
TECHNOLOGY
The expansion of technology—computers, pagers, cell phones, fax machines and the
Internet—has resulted in heightened expectations for productivity, speed and efficiency,
increasing pressure on the individual worker to constantly operate at peak performance
levels. Workers working with heavy machinery are under constant stress to remain alert.
In this case both the worker and their family members live under constant mental stress.
There is also the constant pressure to keep up with technological breakthroughs and
improvisations, forcing employees to learn new software all the times.
WORKPLACE CULTURE
Adjusting to the workplace culture, whether in a new company or not, can be intensely
stressful. Making oneself adapt to the various aspects of workplace culture such as
communication patterns, hierarchy, dress code if any, workspace and most importantly
working and behavioral patterns of the boss as well as the co-workers, can be a lesson of
life. Maladjustment to workplace cultures may lead to subtle conflicts with colleagues or
even with superiors. In many cases office politics or gossips can be major stress inducers.
PERSONAL OR FAMILY PROBLEMS

Employees going through personal or family problems tend to carry their worries and
anxieties to the workplace. When one is in a depressed mood, his unfocused attention or
lack of motivation affects his ability to carry out job responsibilities.
SYMPTOMS & WARNING SIGNS OF JOB STRESS

The signs of job stress vary from person to person, depending on the particular situation,
how long the individual has been subjected to the stressors, and the intensity of the stress
itself. Typical symptoms of job stress can be
• Apathy
• Negativism/cynicism
• Low morale
• Boredom
• Anxiety
• Frustration
• Fatigue
• Depression
• Alienation
• Anger/irritability
• Physical problems (headaches, stomach problems)
VARIABLES THAT LEAD TO WORKPLACE STRESS:

• Demographic Factors:
1. Aging- It’s a natural and gradual process, except when exposed to extreme
circumstances of grief. Stressors actually occur before a child takes his
first breath, and it grows as one grows up.
2. Gender- Females face higher degree of stress because of the work life
balance they have to maintain at home and work.
3. Marital Status
• Design of tasks: heavy workload, infrequent rest breaks, long working hours. It
doesn’t utilize workers skills and provide little sense of control.
• Management Style: Lack of participation by workers in decision making, poor
communication in the organization
• Interpersonal relationship: Poor social environment and lack of support or help
from co-workers and supervisors, conflict with other employees.
• Environmental Conditions: Unpleasant or dangerous physical conditions such as
crowding, noise, air, pollution etc
• Role Ambiguity: Uncertainty about duties or responsibilities.
• Lack of participation in decision making.
WORKPLACE STRESS IN MANUFECTURING SECTOR
• Long Working Hours

Long working hours is the greatest cause of stress for Indian call center agents,
just ahead of work timing
• Work Timing
The second biggest cause of stress for BPO employees is unique to the Indian
industry.
• Workload
Manufacturing services employees along with BPO employees work for long and
odd hours,
• Insufficient Holidays
• Pressure to Perform on Metrics
this is particularly galling for the first timers-working in an environment where
every single action needs to conform to a performance measuring metrics.
• Health Issues
• Travel Time
Most call centers are located on the outskirts of cities, and therefore most
employees spend a long time traveling to and from their offices
• Call Volume/Number of Calls
While the overall workload is quite high, call volume in itself is proving to be a
major cause for stress
• Overtime
• Sleeping Disorders
• Depression
• Eyesight Problems
Globally manufacturing industry employees are considered a high-risk group for
eye-related problems due to use of firework in manufacturing process.
PREVENTIVE MANAGEMENT:
Stress management is the way we respond and react to the everyday pressures and
demands of life. Developing effective stress management skills are crucial.
It is the field of management developed to deal with individual as well as workplace

stress. It is an intervention designed to reduce the impact of stressors in the workplace.
These can have an individual focus, aimed at increasing an individual’s ability to cope
with stressors. Stress-management programs can also have an organizational focus and
attempt to remove the stressors in a role. For example, improving communication may
reduce uncertainty. It basically deals with the measures taken by the organization to help
individuals overcome work related stress.
Pressures and stress are part of these jobs, and while you may be able to eliminate some
pressures, others will always remain.
Major contributors to job stress are lack of information, poor environments, lack of
control over work and the pace of work, frequent distraction and upset, and frustration of
goals. People can also find that the demands of their jobs conflict with their values,
beliefs or goals. This can cause intense stress.
There are two schools of thought on the causes of job stress.

According to one theory, differences in individual characteristics, such as personality and
coping style, are best at predicting what will stress one person but not another. The focus
then becomes on developing prevention strategies that help workers find ways to cope
with demanding job conditions.
The other theory proposes that certain working conditions are inherently stress-inducing,
such as fear of job loss, excessive workload demands, lack of control or clear direction,
poor or dangerous physical working conditions, inflexible work hours, and conflicting
job expectations. The focus then becomes on eliminating or reducing those work
environments as the way to reducing job stress.
WHY MANAGING WORKPLACE STRESS?
Managers can no longer afford to turn a blind eye to workplace stress. It is no longer
sufficient to simply deal with stress issues when they arise. The causes of stress also need
to be addressed by management at all levels.
The Health and Safety Executive now say, “Stress should be treated like any other health
hazard” and have identified six key risk factors, which organizations need to consider in
order minimizing stress.
GENERAL TIPS FOR DEALING WITH STRESS AT THE WORKPLACE?

Since the causes of workplace stress vary greatly, so do the strategies to reduce or prevent
it. Where stress in the workplace is caused, for example, by a physical agent, it is best to
control it at its source. If the workplace is too loud, control measures to deal with the
noise should be implemented wherever possible. If you are experiencing pain from
repetitive strain, workstations can be re-designed to reduce repetitive and strenuous
movements. More detailed information and suggestions are located in the many other
documents in OSH Answers (such as noise, ergonomics, or violence in the workplace,
etc.) or by asking the Inquiries Service.
Job design is also an important factor. Good job design accommodates an employee's
mental and physical abilities. In general, the following job design guidelines will help
minimize or control workplace stress:
• The job should be reasonably demanding (but not based on "sheer endurance")
and provide the employee with at least a minimum of variety in job tasks
• The employee should be able to learn on the job and be allowed to continue to
learn as their career progresses
• The job should comprise some area of decision-making that the individual can
call his or her own.
• There should be some degree of social support and recognition in the workplace
• The employee should feel that the job leads to some sort of desirable future
WHAT CAN ORGANIZATIONS DO TO REDUCE JOB STRESS

1. GET ORGANIZED
As humans we tend to be organized and when things get out of whack we start to feel
uncomfortable. Getting your priorities straight will help you plan your day and provide
you with a road map of where you are going. By doing this, you will find that you will
follow a straighter path and not be so overwhelmed and lost.
2. REMEMBER TIME LIMITS

The average worker works 9 hours a day. Trying to fit 12 hours of work in a 9 hour day
does not work. It is like putting a square peg in a round hole. This is impossible and
attempting to do the impossible leaves one frustrated and feeling like a failure.
3. LEAVE HOME WITHOUT THE PERFECTIONISM

Nothing is perfect nor will it ever be, so stop trying to make every project, every situation
and every decision perfect. This leads to a lot of stress. Do your best and leave it at that!
4. DROP THE SUPERMAN APPROACH

Remember, even Superman was affected by kryptonite and the tortoise did win the race.
Work at your own pace and maintain a steady flow or rhythm.
5. TRY TO MAINTAIN A POSITIVE ATTITUDE

Negative thinking drains one’s energy and motivation. Think positively about what you
are doing. Pat yourself on the back for a job well done even if your boss fails to recognize
your work. Celebrate your successes and accomplishments, they are important!
STRATEGIES FOR MANAGING JOB STRESS

While many of the methods of preventing job stress need to be developed and supported
by the organization, there are things that workers can do to help you better manage job
stress.
Here are 10 tips for dealing with the stress from your job:
1. Put it in perspective. Jobs are disposable. Your friends, families, and health are
not. If your employer expects too much of you, and it's starting to take its toll on
you, start looking for a new job/new employer.
2. Modify your job situation. If you really like your employer, but the job has
become too stressful (or too boring), ask about tailoring your job to your skills.
And if you got promoted into a more stressful position that you just are not able to
handle, ask about a lateral transfer -- or even a transfer back to your old job (if
that's what you want).
3. Get time away. If you feel the stress building, take a break. Walk away from the
situation, perhaps walking around the block, sitting on a park bench, taking in a
little meditative time. Exercise does wonders for the psyche. But even just finding
a quiet place and listening to your iPod can reduce stress.
4. Fight through the clutter. Taking the time to organization your desk or workspace
can help ease the sense of losing control that comes from too much clutter.
Keeping a to-do list -- and then crossing things off it -- also helps.
5. Talk it out. Sometimes the best stress-reducer is simply sharing your stress with
someone close to you. The act of talking it out – and getting support and empathy
from someone else -- is often an excellent way of blowing of steam and reducing
stress. Have a support system of trusted people.
6. Cultivate allies at work. Just knowing you have one or more co-workers who are
willing to assist you in times of stress will reduce your stress level. Just remember
to reciprocate and help them when they are in need.
7. Find humor in the situation. When you – or the people around you -- start taking
things too seriously, find a way to break through with laughter. Share a joke or
funny story.
8. Have realistic expectations. While Americans are working longer hours, we can
still only fit so much work into one day. Having unrealistic expectations for what
you can accomplish sets you up for failure -- and increased stress.
9. Nobody is perfect. If you are one of those types that obsess over every detail and
micromanage to make sure "everything is perfect," you need to stop. Change your
motto to performing your best, and leave perfection to the gods.
10. Maintain a positive attitude (and avoid those without one). Negativism sucks the
energy and motivation out of any situation, so avoid it whenever possible. Instead,
develop a positive attitude -- and learn to reward yourself for little
accomplishments (even if no one else does).
RESEARCH METHODOLOGY
Research in a layman language means a search for acknowledges. One can also define
research as a scientific and systematic search for potential information on a specific topic.
Infact research is an art of scientific investigation. The dictionary meaning of research is
“a careful investigation or inquiry especially through search for new facts in any branch
of knowledge”. Redman and Mary define research as a “systematized effort to gain new
knowledge”. Some people consider research as a movement from known to unknown.
Research is an academic activity and as such the term must be used in a technical sense.
Research is an original contribution to the existing stock of the knowledge making for its
advancement. It is pursuit of truth with the help of study, observation, and experiment.
The purpose of research is to discover answers to questions through the application of
systematic procedure. The main aim of research is to find out the truth, which has not
been discovered yet.
RESEARCH DESIGN
The research problem have been formulated in clear cut terms, the researcher will be
required to prepare a research design, i.e., he will have to state the conceptual structure
with in which research would conducted. The preparations of such a design facilitate
research to be as efficient as possible yielding maximal information. Research design
may be grouped in four categories, viz.
A). Exploration
b). Description
c). Diagnosis
d). Experimentation
DESCRIPTIVE DESIGN
Descriptive research studies are those studies which are concerned with describing the
characteristics of a particular individual, or of a group. Studies concerned with specific
prediction, with narration of facts and characteristics concerning individual, group or
situation are all examples of descriptive research studies. In a descriptive study the first
step is to specify the objectives with sufficient precision to ensure that the data collected
are relevant. The design must be rigid and not flexible and focus attention on the
following:
1. formulating the objective of study

2. designing the methods of data collection
3. selecting the sample
4. collecting the data
5. processing and analyzing the data
6. report the findings
The method used to compile this report: DESCRIPTIVE STUDY
DATA COLLECTION
The task of data collection begins after a research problem has been defined and research
design/plan chalked out. The collection of data is done to support tour findings and
interest the result whether the result you have found in according to your hypothesis or
not. The data can be collected by various methods. These are broadly classified into two
ways, as follows:
 PRIMARY DATA
 SECONDARY DATA
PRIMARY DATA
The primary data are those which are collected a fresh and for the first time and thus
happen to be original in character. We collect primary data during the course of doing
experiments in an experimental research. It is the first hand data .There are various ways
of collecting primary data, these are as follows:
1). Observation method
2). Interview method
3). Questionnaires
4). Schedules
5). other methods
SECONDARY DATA
Secondary data means that are already available i.e., they refer to the data which have
already been collected and analyzed by someone else. When the research utilizes
secondary data, then he has to look into various sources from where he can obtain them.
In this case certainly he is not confronted with the problems that are usually associated
with collection of original data.
Secondary data may be published or unpublished data. This data also has various ways of
collection, as follows:
1. Publications of state or central govt.

2. Publication or international bodies
3. Technical and trade journals
4. Reports of various associations
5. Public records and statistics
6. Other methods.
CHAPTER -3
THE COMPANY
NOKIA´S CENTURY OF CHANGES.
HISTORY
1865 to 1960 - from paper to electronics
From its inception, Nokia was in the communications business as a manufacturer of paper
- the original communications medium. Then came technology with the founding of the
Finnish Rubber Works at the turn of the 20th century.
Rubber, and associated chemicals, were leading edge technologies at the time. Another
major technological change was the expansion of electricity into homes and factories
which led to the establishment of the Finnish Cable Works in 1912 and, quite naturally,
to the manufacture of cables for the telegraph industry and to support that new-fangled
device - the telephone!
After operating for 50 years, an Electronics Department was set up at the Cable Works in
1960 and this paved the way for a new era in telecommunications. Nokia Corporation
was formed in 1967 by the merger of Nokia Company - the original paper-making
business - with the Finnish Rubber Works and Finnish Cable Works.
1960s to '80s - setting new trends
Design has always been important at Nokia and today's mobile phones are regarded as a
benchmark for others to follow. Take, for example, multi-coloured, clip-on facias which
turned mobiles into a fashion item overnight.
But Nokia has always thought like that and back in the fashion- conscious 1960's when
one branch of the corporation was a major rubber manufacturer, it hit on the idea of
making brightly-coloured rubber boots at a time when boots followed the Henry Ford
principle - you could have any colour, so long as it was black!
The '60s, however, were more important as the start of Nokia's entry into the
telecommunications market. A radio telephone was developed in 1963 followed, in 1965,
by data modems - long before such items were even heard of by the general public.
In the 1980's, everyone looked to micro computers as the next 'big thing' and Nokia was
no exception as a major producer of computers, monitors and TV sets. In those days, the
prospect of High Definition TV, satellite connections and tele text services fuelled the
imagination of the fashion conscious homeowner.
In the background, however, changes were afoot. The world's first international cellular
mobile telephone network, NMT, was introduced in Scandinavia in 1981 and Nokia made
the first car phones for it.
True enough, there were 'transportable' mobile phones at the start of the '80's but they
were heavy and huge. Nokia produced the original hand portable in '87 and phones have
continued to shrink in inverse proportion to the growth of the market ever since.
1987 to today - the digital 'Big Bang'
It took a technological breakthrough and a change in the political climate to create the
wire-free world people are increasingly demanding today. The technology was the digital
standard, GSM, which could carry data in addition to high quality voice. In 1987, the
political goal was set to adopt GSM throughout Europe on July 1st 1991. Finland met the
deadline, thanks to Nokia and the operators.
Politics and technology have continued to shape the industry. The '80s and '90s saw
widespread deregulation which stimulated competition and customer expectations. Nokia
changed too and in 1992 Jorma Ollila, the then President of Nokia Mobile Phones, was
appointed to head the entire Nokia Group. The corporation divested the non-core
operations and focused on telecommunications in the Digital Age.
Few people in the early '90s would have thought that 'going digital' would change things
so much.
The first GSM text message, sent in 1993 by engineering student Riku Pihkonen, did not
appear to represent a pivotal change. But today, text messages are far more popular than
making calls and data far exceeds voice by volume. Riku's actual message was
unmemorable - hardly on the lines of 'One small step for Man' when the first astronaut
landed on the Moon. But it proved that teleworking was possible and that a mobile phone
connected to a computer could be used for reading e-mail and transferring files.
INTERNATIONAL PROFILE OF NOKIA
Nokia - A big company in a small country
The most quickly developing agglomeration of knowledge-intensive activities in Finland

is the ICT cluster formed by information and communications sector companies. The
cluster includes a network of hundreds of small and medium-sized companies as well as a
rapidly growing operator and service sector, but Nokia is clearly its core.
The roots of Nokia go back to 1865 and the establishment of forest industry operations in
South-Western Finland by mining engineer Fredrik Idestam. The company ran a ground
wood mill on the Nokia river, hence the name of the company.
Finnish Rubber Works Ltd was founded in 1898, and in 1912 Finnish Cable Works Ltd
began its operations. Gradually the ownership of these two companies and Nokia shifted
into the hands of just a few owners. Finally in 1966 the three companies were merged to
form the Nokia corporation.
Nokia was a multi-branch company up to the early 1990s. The electronics unit was still
fairly small in the 1970s. The main lines of production were cables, rubber and paper. In
the early 1980s, Nokia started to strengthen its position in the consumer electronics and
telecommunications market by acquiring several European electronics companies. Due to
acquisitions and its historic background, Nokia had no less than eleven business lines
during 1986-88.
Since the late 1980s, Nokia has gone though a comprehensive metamorphosis. The
company sold and acquired several business units within just a couple of years. From a
multi-branch conglomerate, Nokia has been transformed into a purely ICT company. The
period of rapid divestment and acquisitions was led by a young management team under
CEO Jorma Ollila. Under his leadership, Nokia has grown to become Finland's largest
firm and a leader in mobile communications world-wide. Nokia's world market share in
cellular phones is some 30 per cent, far beyond its main competitors, Motorola and
Ericsson.
Nokia has grown to become a multi-national giant in a small country. Its contribution to
the Finnish economy is significant. Nokia's exports alone are larger than that of the total
paper industry - the sector that previously dominated the economy. Nokia is, of course,
the major player in the ICT cluster. But it is not alone. Altogether there are some 3000
small and medium-sized companies in the cluster. Some 300 of these are direct first-tier
suppliers to Nokia, known as the Nokia network. Nokia's direct contribution to the
Finnish economy can be summed up as follows:
Nokia's contribution to:

GDP 4%
GDP growth 1.5 % points
Business sector R&D 35 %
Exports 25 %
Total Employment 1%
Manufacturing employment 5%
35%
35%
30%
25%
25%
20%
15%
10%
4% 5%
5%
1%
0%
GDP GDP growth
Business sector R&D Exports
Total Employment Manufacturing employment
DIFFERENT BUISNESS UNITS OF NOKIA
Nokia Networks is a frontrunner in providing network operators with mobile, broadband

and IP networks and related services. But on our proven IP mobility core, radio and
broadband access technologies, our operator customers and Internet service providers can
unleash the power of data and multimedia through mobile Internet applications and
solutions.
Nokia Mobile Phones is the world’s largest mobile phone producer. Individual choice is
reflected in our comprehensive product portfolio covering all consumer segments and
cellular protocols. In a world where an increasing share of all personal communication
occurs over personal wireless terminals, such as mobile phone, Nokia leads industry
development and has become synonymous with usability, reliability and style.
Nokia Ventures Organization exists to create new business ideas outside the company’s
current focus as well as contribute to the growth of our existing core businesses. It
identifies new opportunities created by technological developments and strategic new
business ideas as well as sustaining long-term product and business development for the
company.
Research & Development
Nokia Research Center interacts closely with all Nokia’s business units, driving and
supporting Nokia’s evolving core businesses by developing new concepts, technologies
and applications. Focusing beyond current product development, the research center
aggressively develops evolving technologies, also acting as an incubator for new
technology oriented ventures. Nokia invests a substantial portion (9.6% of net sales in
2001) of resources into research and development activities within the principal business
units, as well as in Nokia Research Center.
OBJECTIVES OF THE COMPANY
Industry in transition
Rapid growth in the mobile phone industry during the 1990s was driven by a fundamental
change - as voice went wireless. This led to a dramatic increase in the number of mobile
subscribers. We believe there will be more than one billion mobile phone users around
the world by the middle of this year.
Now we are again in transition as growth in mobile voice services begins to slow and
industry players prepare for the launch of new multi-media products and services.
However, as the functionality of mobile phones moves from a voice-centric approach to

include media, imaging, entertainment and business applications, growth opportunities
are enormous. Consider new phones coming on stream such as the Nokia 7650 imaging
phone, which also has a camera, or the Nokia 5510, which works as a music player or a
game console. These products are creating entirely new markets.
Move to open standards

At the end of 2001, leading industry players joined in an unprecedented co-operation
agreement to build a foundation for the emerging multimedia services market. The Open
Mobile Architecture initiative was created with the intent to foster innovation and growth
of mobile services in an environment that ensures freedom of choice for consumers.
Leader of the Mobile World

In 2001, our networks business made major strides towards achieving its targeted 35%
share of the overall wireless infrastructure market. In mobile phones, we grew our full-
year market share for the fourth consecutive year, reaching approximately 37% - almost
double the level of 19% in 1997.
Despite the tough economic backdrop, Nokia launched 22 new phones during the year.
With this constant renewal of our product portfolio, Nokia succeeded in capturing market
share while sustaining healthy profitability. We will continue to develop and draw on our
core product strengths of innovation, design and ease of use as product usage expands to
include color screens, wireless imaging and a wide array of other applications and
features.
During 2001, Nokia also strengthened its position in wireless networks, finding
opportunities in new geographic regions, as operators in the US and other areas
announced plans to follow the global roadmap to 3G. Deliveries of third generation
infrastructure equipment began in September and accelerated through the end of 2001.
Taking care of brand
In 2001, for the second year running, Nokia was ranked as the fifth most valuable brand
in the world. Illustrated by inclusion in Dow Jones Sustainability Indices and
FTSE4Good, we enhanced our economic, environmental and social performance in a
number of ways.
As market leader and a leading world brand, Nokia will continue to focus on increasing
efficiencies, managing risks and building reputation, not just because its stakeholders
expect it but because it makes good business sense.
Creating shareholder value

At Nokia, they are focused on creating shareholder value. Throughout the year, they were
able to counter changes in the market environment without compromising their strong
financial position and investments for the future.
Excellent profitability and efficient working capital management resulted in a stronger
balance sheet coming out of a difficult year and an extraordinarily high net cash position.
During 2001, Nokia increased its R&D spending to EUR 3 billion, contributing to a
continued winning position in this market.
Healthy outlook
The year 2002 will be pivotal for the industry. As its enter the new mobile world Nokia's
strategic position is stronger than ever. It plans to deliver a record number of new mobile
devices that will change the way we communicate wirelessly. It will also lead the
advance towards new mobile services with the delivery of third generation networks to
operators around the world.
MARKETING STRATEGIES - INTERNATIONAL
Nokia internationally has used combination of public relations, advertising, promotions

and direct selling. But internationally company has international campaigns which are
regional specific like the advertisement in which a Chinese couple at excursion sends
photos to their kids through Nokia was used in south east Asia i.e. Singapore, China,
Indonesia e.t.c.
The company normally has tie up with Hollywood production houses and launches co
promotions on major releases and the latest example being Nokia tying up with Warner
brothers for the latest flick of Tom Cruise “minority report”
The company normally participates in trade fairs in which it showcases its latest offerings
and products and the best example is exhibition launched in Singapore in which the
company launched 6210 range of mobiles which has latest cutting technologies
The company has different forums like Nokia forum in which the people having different
background interact with each other in order to exchange the information.
As of personal selling the company normally sells the products through net and at trade
fairs and doesn’t follow direct selling techniques too much .
As of pricing the pricing of the products is same across the nations and if there is a
difference then it is due to taxes like custom duty e.t.c
Company has 8 production plants majority being in USA and Finland and the products
are shipped from their plants to different parts of the world.
HISTORY OF CELLULAR TELEPHONY IN INDIA
Cellular Telephony
The technology that gives a person the power to communicate anytime, anywhere - has
spawned an entire industry in mobile telecommunication. Mobile telephones have
become an integral part of the growth, success and efficiency of any business / economy.
The most prevalent wireless standard in the world today, is GSM. The GSM Association
(Global System for Mobile Communications) was instituted in 1987 to promote and
expedite the adoption, development and deployment and evolution of the GSM standard
for digital wireless communications.
The GSM Association was formed as a result of a European Community agreement on

the need to adopt common standards suitable for cross border European mobile
communications. Starting off primarily as a European standard, the Groupe Speciale
Mobile as it was then called, soon came to represent the Global System for Mobile
Communications as it achieved the status of a world-wide standard. GSM is today, the
world's leading digital standard accounting for 68.5% of the global digital wireless
market.
The Indian Government when considering the introduction of cellular services into the
country, made a landmark decision to introduce the GSM standard, leapfrogging
obsolescent technologies / standards.
Although cellular licenses were made technology neutral in September 1999, all the
private operators are presently offering only GSM based mobile services. The new
licensees for the 4th cellular licenses that were awarded in July 2001 too, have opted for
GSM technology to offer their mobile services.
Cellular Industry in India
The Government of India recognizes that the provision of a world-class

telecommunications infrastructure and information is the key to rapid economic and
social development of the country. It is critical not only for the development of the
Information Technology industry, but also has widespread ramifications on the entire
economy of the country. It is also anticipated that going forward, a major part of the GDP
of the country would be contributed by this sector. Accordingly, it is of vital importance
to the country that there be a comprehensive and forward looking telecommunications
policy which creates an enabling framework for development of this industry.
New Telecom Policy 1999
Telecommunications is now universally recognized as one of the prime movers of the

modern economy; hence it's vital importance for a developing country like India. The
availability of adequate infrastructure facilities is critical for acceleration of the economic
development of any country. In fact international studies have established that for every
1% increase in tele-density, there is a 3% increase in the growth of GDP.
Accordingly, the Government of India has accorded the highest priority to investment
and development of the telecommunications sector.
Telecom requires very heavy investment and it was not possible for the Indian
Government to organize public funding of this sector on such a massive scale. In fact the
national telecom Policy 1994, estimated a resource gap of Rs. 23,000 crores to meet the
telecom targets of the eighth five-year plan of the Government of India (1992-97).
It was for this reason to bridge the resource gap between government funding and the
total projected funds requirement and to provide the additional resources to achieve the
nation's telecom targets that the telecommunications sector was liberalized in 1992 and
the Government invited private sector participation in telecommunications.
Cellular mobile services were one of the first areas to be opened up to private
competition.
The whole country was divided into the 4 metropolitan cities and 19 telecom circles,
which were roughly analogous with the States of India.
Cellular Licenses were awarded to the private sector - first in the metropolitan cities of
Delhi, Mumbai, Kolkata and Chennai in 1994 and then in the 19-telecom circles in 1995.
The first metro cellular network started operating in August 1995 in Calcutta.
When cellular mobile services were first introduced in 1994 it was as a duopoly (that is a
maximum of two cellular mobile operators could be licensed in each telecom circle),
under a fixed license fee regime and for a license period of 10 years.
The initial response of the private sector was very encouraging. The attractiveness of the
Indian market - the low tele density, the high latent demand and a burgeoning middle
class - brought in some of the largest global telecom players, foreign institutional
investors and the major Indian industrial houses to invest in telecom, especially the
Indian cellular industry.
CELLULAR COMPANIES v\s CELL MANUFACTURERS
What do cellular phone companies have in common with betel leaves?
Not much. But one Indian mobile phone company is using the humble spice-laden, red-
staining betel leaf called "paan" that is used as a digestive aid to go mass market.
It represents the fledgling mobile industry's effort to shake off the popular view that
mobile phones are only for the rich.
"Saada (ordinary) paan -- 3 rupees, Airtime Rate -- 1.78 rupees," declared an

advertisement of Hutchison Essar in Wednesday's edition of New Delhi's Hindustan
Times newspaper.
The price represents a real comedown for an industry which charged up to 16 rupees a
minute when it started in 1994.
"The idea is to expand the category of users. Earlier only the breadwinner of a family
could have a cellular phone. Today he can think of phones for his wife, his two kids and
probably even his driver," said Sudershan Bannerjee, chief executive officer of Hutchison
Essar.
"We want people with cellular phones to talk more and those who do not want them to go
and buy them," he said.
Hutchison Essar, in which Hong Kong's Hutchison Whampoa and India's Essar group
hold stakes, earlier this week introduced new plans to lure customers with 40 percent
lower tariffs.
The New Delhi-based cellular operator introduced Talk295, a plan which allows
customers to make and get calls at 1.78 rupees a minute for a minimum monthly billing
commitment of 295 rupees.
It unveiled two other plans, Talk Easy and Talk795, which have tariffs pegged at 1.98
rupees and 1.48 rupees a minute for varying minimum monthly billing commitments.
Hutchison is not alone here. Mobile companies across India, especially in the cities, are
mounting aggressive drives to attract customers by introducing tailor-made plans with
attractive tariffs.
Late last month, the two main cellular companies in Bombay -- Hutchison Max Telecom
and BPL Mobile -- flagged off the race for lower tariffs by announcing cuts in various
tariff plans in a bid to expand their market.
Hutchison Essar's main rival in New Delhi, Bharti Cellular, quickly followed suit
Tuesday, introducing a range of new subscriber plans.
Under its new "dream plan," Bharti will charge 1.15 rupees for every 30 seconds of
incoming and outgoing airtime. Bharti also announced a slew of tariffs plans for various
customer profiles.
"We are targeting fence-sitters who have stayed away from owning a mobile because of a
perception that it's expensive," said Sanjay Kapoor, chief executive officer of Bharti
Cellular.
Both Hutchison Essar and Bharti have slashed security deposit charges for new
connections to 1,500 rupees from 2,000 bringing down another major entry barrier for
first-time users.
Mobile tariffs have been falling since the late 1990s and have helped the industry expand
its subscriber base. In February, mobile firms in the two main cellular markets of
Bombay and New Delhi slashed tariffs to around 2.80 rupees a minute from four.
NOKIA IN INDIA
The company, which started operations in India in 1994, has been outsourcing software
from two Indian companies for a year-and-a-half, and the final decision to open the
centre would depend on the performance of these business partners.
Nokia does not have a software development centre anywhere in the world, and the
proposed centre would be its first foray into the software industry.
Karavirta said the company would invest more in India to upgrade the GSM cellular test
bed it had set up in Delhi a few years ago. This was necessitated because of the planned
introduction of the next generation of cellular phones in the country.
The various cell phone models of the company would continue to come from the
Singapore plant until a production plant is set up in the country, he said.
Nokia has signed three more research and development projects with the Indian Institute
of Science, Bangalore, with which it already has two projects on GSM technology.
All projects have been funded by Nokia under a three-year agreement in areas of mutual
interests, enabling exchange of scientists between the two and offer of advanced training
in telecom to IISc students.
Since its entry four years ago, Nokia has established its presence in eight major centres of
the country. The first GSM call in India was made in a Nokia-supplied network in 1995.
Nokia has built GSM networks for Indian operators such as SkyCell Communications,
Modi Telstra, Fascel, Tata Communications, BPL US West Cellular and Evergrowth
Telecom, he said. Nokia's decision to set up the centre in India was influenced by
advantages like easy availability of qualified software professionals and its volume
requirements, he said.
CHAPTER 4
DATA ANALYSIS AND
INTERPRETATION
ANALYSIS OF THE DATA
SAMPLE DESCRIPTION
Sample size of research = 100 Respondents
Of which 75 were males and 25 were females
FIGURE 3.1 Pie chart of Number of respondents as male and female
Female
Male
The age group of respondents is divided into 3 categories:

18 - 30 60 respondents
30 - 40 20 respondents
40 and above 20 respondents
FIGURE 3.2 Pie chart of respondents under different age groups
20
18-30
30 - 40
20 60 40 & above
The Marital Status of respondents is divided into 2 categories:

Single 22 respondents
Married 78 respondent
FIGURE 3.3
Pie chart of Number of respondents showing their marital status
22
married
single
78
SECTION A
The response of the respondents for factors that lead to stress may vary from
ALWAYS =3
SOMETIMES =2
NEVER =1
i.e., the total of respondents for the factors leading to stress on 3-point scale may vary
between 22-66
Therefore, from the given sample of 100 employees
Never 4 (3.8 % )
Sometimes 46 (42.85 %)
Always 50 (53 %)
Therefore, from this we

can interpret that out of
the sample size of 100
employees; 4.2 % of the
employee leads a stress
free work life
Never Whereas 47.25 %

4%
Stressed sometimes feels stressed
43% out and for 58.8 %
Highly
stressed employees the ride has
53% been tough claiming that
moderately
their job is stressful.
stressed
FIGURE 3.4 Pie chart

Showing number of respondents who are stressed out
TABLE 3.1 RANKS AND MEANS
S.no Factors Mean Rank

1 The kind of tasks and work required to be performed. 2 10
2 Working in shifts. 2.3 2
3 Extended office /work hours. 2 10
4 Absence of Holidays and recreation activities 2.3 2
5 Inability to give time for personal life 2 10
6 Work overload 2 10
7 Mismatch between salary and skills 2 10
8 The amount of authority given 2 10
9 Rigidity at work 2.3 2
10 Non conducive work environment 2.1 8
11 Helplessness to manage change in work environment 2 10
12 The actual job description itself 2.1 8
13 Lack of compatibility with the different age groups 2 10
14 lack of friends in work place 1.9 21
15 The distance of your workplace from home 1.9 21
16 The degree to which you feel motivated at work by
your job 2.2 6
17 Lack of initiatives from superiors to solve conflicts 2 10
18 Barriers in communication from superiors to
subordinate 2.4 1
19 Existence of Cultural difference at work between
employees 2 10
20 The bias involved in evaluating performance 2.2 6
21 Lack of mentors 2 10
22 Superiors attitude 2.3 2
3.5 ANALYSIS WITH MEAN

MEAN of each question is taken out for all respondents, using the formula below:
Mean of odd numbers

Σ N/n
Where N is the total of each question divided by n= number of respondents
ANALYSIS OF STATEMENTS BASED ON THEIR MEANS

1. The kind of tasks and work required to be performed – 2
This shows that maximum respondents moderately feel that the above factor lead
to workplace stress
2. Working in shifts – 2.3

This shows that maximum respondents strongly feel that the above factor lead to
workplace stress
3. Extended office /work hours – 2

to workplace stress
4. Absence of Holidays and recreation activities – 2.3

workplace stress
5. Inability to give time for personal life – 2

to workplace stress
6. Work overload – 2
to workplace stress
7. Mismatch between salary and skills – 2

to workplace stress
8. The amount of authority given – 2
to workplace stress
9. Rigidity at work – 2.3

workplace stress
10. Non conducive work environment – 2.1

to workplace stress
11. Helplessness to manage change in work environment - 2

to workplace stress
12. The actual job description itself – 2.1

to workplace stress
13. Lack of compatibility with the different age groups – 2

to workplace stress
14. Lack of friends in work place - 1.9

This shows that maximum respondents feel that the above factor does not lead to
workplace stress
15. The distance of your workplace from home – 1.9

This shows that maximum respondents feel that the above factor does not lead to
workplace stress
16. The degree to which you feel motivated at work by your job – 2.2
to workplace stress
17. Lack of initiatives from superiors to solve conflicts – 2

to workplace stress
18. Barriers in communication from superiors to subordinate – 2.4

workplace stress
19. Existence of Cultural difference at work between employees – 2

to workplace stress
20. The bias involved in evaluating performance – 2.2

to workplace stress
21. Lack of mentors – 2

to workplace stress
22. Superior’s attitude – 2.3

workplace stress
LINE DIAGRAM
Depicts the statement wise ranks of section A

3
2.5
1.5 Line 1
0.5
0
1
7
10
16
19
13
22
3.6 ANALYSIS WITH RANK
On the basis of the means ranking is done in order to find out the most favorable and least
favorable statement that leads to stress.
Therefore, the factors that lead to stress among most of the respondents is Barriers in
communication from superiors to subordinate.
And the factor that is least unfavorable in causing stress among respondents is
Lack of friends in work place and the distance of workplace from home.
3.7 ANALYSIS WITH MEDIAN
80
70
60
50
No. of
40
Respondents
30
20
10
0
Less than More than
52.5 52.5
FIGURE 3.6
The Median value of total scores = 52.5

The analysis shows that 40 respondents have a total score of less than 52.5 and 60
respondents have a total score of more than 52.5
Total of each respondent in taken out in order to find out the median
Values of Totals are arranged in ascending order and median is taken out using the
formula given below
Median for odd numbers = N+1/2
100/2= 38
Hence, find number of values less than median and number of values greater than equal
to median
3.8 ANALYSIS OF GRAPH DEPICTING PERCENTAGE(%) OF

RESPONDENTS WHO STRONGLY AGREE WITH THE FACTORS
LEADING TO STRESS
Graph depicts Percentage of respondents who strongly agree with a given factor.
In Section I of the questionnaire the scale is as follow:
Always 3
Sometimes 2
Never 1
Sample size 100
For example: in the following statement

The kind of tasks and work required to be performed.
100 respondents gave their responses for the above statement, of

which the number of respondents who support the statement with
“Always” as their responses is calculated and their percentage is
derived. In the above statement out of the sample size of 105, 20
respondents gave their response as Always.
In % it is (20/105)*100= 19.04%
In other words, the graph gives us details about that percentage of
respondents from the given sample of 75 who feels strongly feel
stressed out because of a particular factor.
According to 48% respondents Working in shifts and mismatch between salary and skills
are two factors that are most stressful whereas according to 16% respondents Lack of
compatibility with the different age groups is one factor that hardly leads to stress.
TABLE 3.2 – PERCENTAGE OF RESPONDENTS WHO STRONGLY AGREE

WITH FACTORS LEADING TO STRESS
S.no Factors Number of %

respondents
1 The kind of tasks and work required to be performed. 20 26.7
2 Working in shifts. 36 48
3 Extended office /work hours. 15 20
4 Absence of Holidays and recreation activities 35 46.7
5 Inability to give time for personal life 34 45.3
6 Work overload 20 26.7
7 Mismatch between salary and skills 36 48
8 The amount of authority given 20 26.7
9 Rigidity at work 29 38.6
10 Non conducive work environment 24 32
11 Helplessness to manage change in work environment 30 40
12 The actual job description itself 26 34.7
13 Lack of compatibility with the different age groups 12 16
14 Lack of friends in work place 27 36
15 The distance of your workplace from home 22 29.3
16 The degree to which you feel motivated at work by your job 32 42.6
17 Lack of initiatives from superiors to solve conflicts 29 38.6
18 Barriers in communication from superiors to subordinate 35 46.7
19 Existence of Cultural difference at work between employees 25 33.3
20 The bias involved in evaluating performance 31 41.3
21 Lack of mentors 22 29.3
22 Superiors attitude 35 46.7
SECTION B
The response of the respondents for factors that lead to stress may vary from
ALWAYS =5
OFTEN =4
SOMETIMES =3
SELDOM =2
NEVER =1
i.e., the total of respondents for the factors that the organization takes to reduce stress on
5-point scale may vary between 0 - 90
Therefore, from the given sample of 75 employees
0-18 Never 0
19-36 Seldom 15 (14.28%)
37-54 Sometimes 25 (23.80%)
55-72 Often 50 (47.61%)
73-90 Always 15 (14.28%)
Therefore, from this we can interpret that out of the sample size of 100 employees; none
of the employee disagree with the fact that their organization does not take measures in
order to reduce stress, whereas 7% employees believe that their organization is making
considerable efforts to reduce stress.
14% 14%
Always
Often
24% Sometimes
Seldom
48%
FIG
3.7TA BLE
3.3
MEANS AND RANK

7TABLE 3.3 MEANS AND RANK
S.no Methods Mean Rank

1 Resolving problems immediately as they occur 4 2
2 Reorganizing job responsibility 3.3 9
3 Resort to rules and regulations 3.5 7
4 Set priorities and deal with problems accordingly 4 2
5 Provision for providing training 4.1 1
6 Delegation of authority and responsibilities to
employees 3.6 6
7 Dealing with situation objectively 3.7 5
8 Make work more creative 3.4 8
9 Meditation activities 2 16
10 Increasing workers compensation 2.7 14
11 Provision for providing basic facilities like
transport and food 4 2
12 Practicing Yoga 2 16
13 Increase in number of Coffee and tea breaks 3 10
14 Resort to hobbies or pastimes activities of
employees 3 10
15 Follow up of Disciplinary measures 3 10
16 Counseling session for employees 3 10
17 Holidaying coupon for employees and his family 2 16
18 Reduction of hierarchy 2.5 15
3.9 ANALYSIS WITH MEAN

MEAN of each question is taken out for all respondents, using the formula below
Mean of odd numbers
Σ N/n
Where N is the total of each question divided by n= number of respondents

On the basis of the means ranking is done
ANALYSIS OF STATEMENTS USING THEIR MEAN
1. Resolving problems immediately as they occur - 4

This shows that maximum respondents strongly feel that the above factor is taken
into consideration in order to reduce workplace stress
2. Reorganizing job responsibility – 3.3

This shows that maximum respondents moderately feel that the above factor is
taken into consideration in order to reduce workplace stress
3. Resort to rules and regulations – 3.5

4. Set priorities and deal with problems accordingly – 4

5. Provision for providing training – 4.1

6. Delegation of authority and responsibilities to employees – 3.6

7. Dealing with situation objectively – 3.7

8. Make work more creative - 3.4
9. Meditation activities – 2
This shows that maximum respondents strongly feel that the above factor is not
10. Increasing workers compensation – 2.7

11. Provision for providing basic facilities like transport and food – 4
12. Practicing Yoga – 2

13. Increase in number of Coffee and tea breaks – 3

14. Resort to hobbies or pastimes activities of employees – 3

15. Follow up of Disciplinary measures -3
16. Counseling session for employees – 3

17. Holidaying coupon for employees and his family – 2

18. Reduction of hierarchy – 2.5

4.5
4 LINE DIAGRAM
FIGURE 3.8
3.5
Depicts the statement wise ranks of section A
3
2.5
Line 1
2
1.5
0.5
0
13
16
10
1
7
3.10 ANALYSIS WITH RANK
The above analysis shows that the maximum number of respondents agree to the
following measure that the organization takes in order to reduce workplace stress i.e.,
Provision for providing training
and according to maximum number of respondents the factors that the organizations least
consider in order to prevent workplace stress are
Meditation activities, Practicing Yoga and Holidaying coupon for employees and
his family
3.11 ANALYSIS WITH MEDIAN
80
70
60
50
No. of
40
Respondents
30
20
10
0
Less than More than
52.5 52.5
FIGURE 3.9
The Median value of total scores = 52
The analysis shows that 40 respondents have a total score of less than 52 and 60
respondents have a total score of more than 52
Total of each respondent in taken out in order to find out the median
Values of Totals are arranged in ascending order and median is taken out using the
formula given below
Median for odd numbers = N+1/2
100/2= 52 Hence, find number of values less than median and number of values greater
than equal to median
3.12 ANALYSIS OF GRAPH DEPICTING PERCENTAGE(%) OF

RESPONDENTS WHO STRONGLY AGREE WITH THE
COPINGUP STRATEGIES TO STRESS
Graph depicts Percentage of respondents who strongly agree with a given factor.
In Section II of the questionnaire the scale is as follow:
Always 5
Often 4
Sometimes 3
Seldom 2
Never 1
Sample size 100
For example: in the following statement
Resolving problems immediately as they occur
100 respondents gave their responses for the above statement, of

which the number of respondents who support the statement with
“Always” as their responses is calculated and their percentage is
derived. In the above statement out of the sample size of 105, 24
respondents gave their response as Always.
In % it is (24/100)*100= 24%
In other words, the graph gives us details about that percentage of

maximum number of respondents from the given sample of 105 who
agree to the strategies that maximum company’s from my sample
follows in order to reduce stress.
Provision for providing basic facilities like transport and food is one strategy that
maximum companies take to reduce stress according to maximum number of respondents
(60%) whereas Meditation activities are least taken care off (1%).
TABLE 3.4 PERCENTAGES OF RESPONDENTS WHO STRONGLY AGREE

WITH THE COPING UP STRATEGIES
S.no Methods Totals of %
respondents
1 Resolving problems immediately as they occur 24 32
2 Reorganizing job responsibility 14 18.7
3 Resort to rules and regulations 14 18.7
4 Set priorities and deal with problems
accordingly 28 37.7
5 Provision for providing training 24 32
6 Delegation of authority and responsibilities to
employees 19 25.3
7 Dealing with situation objectively 22 29.3
8 Make work more creative 18 24
9 Meditation activities 1 1.3
10 Increasing workers compensation 10 13.3
11 Provision for providing basic facilities like
transport and food 45 60
12 Practicing Yoga 5 6.7
13 Increase in number of Coffee and tea breaks 25 33.3
14 Resort to hobbies or pastimes activities of
employees 8 10.7
15 Follow up of Disciplinary measures 21 28
16 Counseling session for employees 9 12
17 Holidaying coupon for employees and his
family 2 2.7
12 Reduction of hierarchy 12 16
1. There are number of factors that cause stress to different people but they generally
get stressed with what they are most concern and rest factor they try to adjust with.
2. With the help of 3-point scale I came to a conclusion that none of the respondent
out of the total sample size of 100 leads a stress free work life. Whereas 69.3%
respondents always feel stressed at work and 30.97% of respondents sometimes feel
stressed out.
3. With the help of 5-point scale I came to a conclusion that none of the respondent
out of the total sample size of 105 disagrees with the fact that their organization
does not take measures in order to reduce stress, whereas 7% respondents highly
believe that their organization is making considerable effort to reduce stress.
4. The mean shows the factor that causes stress to maximum number of respondents is
Barriers to communication from superiors to subordinate and the factor that hardly
causes stress among respondents is Lack of friends at workplace and distance of
workplace from home.
5. The measure that maximum organizations take in order to reduce workplace stress
is Provision for providing training and the factor that is least considered in order to
prevent workplace stress are Meditation activities, Practicing Yoga and Holidaying
coupon for employees and his family
6. With the help of chi-square analysis I concluded that gender, age and Marital status
does not have any impact on factors leading to stress
7. With the help of chi-square analysis I also concluded that gender, age and Marital
status does not have any impact on strategies adopted by organizations to reduce
stress.
8. According to 48% respondents Working in shifts and mismatch between salary and
skills are two factors that are most stressful whereas according to 16% respondents
Lack of compatibility with the different age groups is one factor that hardly leads to
stress.
9. According to 60% respondents Provision for providing basic facilities like transport
and food is one strategy that maximum companies take to reduce stress whereas
Meditation activities are least taken care off (1%).
10. From the sample size of 100 employees I concluded that the ride has been tough for
the employees, with 71% claiming that their job is highly stressful whereas only 7%
employee’s highly feel that their company is making effort to reduce stress and 37%
employees moderately feel that their organization is taking to reduce stress. Rest
29% of the employees fall on the lower side.
CHAPTER-5
CONCLUSIONS &
RECOMMENDATIONS
CONCLUSION
Stress is a reality of modern society. Everyone confronts it and everyone must learn how
they will live with it. Recognizing the symptoms of stress will allow you to address the
source before the physical or emotional consequences become overwhelming. Stress
adds flavor, challenge and opportunity to life.
Without stress, life would be dull and unexciting. However, too much stress can seriously
affect our physical and mental well-being. Recurrent physical and psychological stress
can diminish self-esteem, decrease interpersonal and academic effectiveness and create a
cycle of self-blame and self-doubt. Therefore, it is important for to find the optimal level
of stress that can be managed effectively.
Positive stress adds anticipation and excitement to life, and we all thrive under a certain
amount of stress. Deadlines, competitions, confrontations, and even our frustrations and
sorrows add depth and enrichment to our lives. Our goal is not to eliminate stress but to
learn how to manage it and how to use it to help us. Insufficient stress acts as a
depressant and may leave us feeling bored or dejected; on the other hand, excessive stress
may leave us feeling "tied up in knots." What one needs to do is find the optimal level of
stress, which will individually motivate but not overwhelm each of us.
Stress is unique and personal to each of us. What is relaxing to one person may be
stressful to another. One person may find "taking it easy" at the beach relaxing while
another may find it boring. The key to stress reduction is identifying strategies that fit you
as an individual. Stress can be managed if we understand the reasons that cause stress and
the level of stress. We should also try to estimate if we could bring about any change in
the environment that can subsequently reduce stress
RECOMMENDATIONS
 Stress management training should be recognized by employers as a way to make

a positive contribution to the wellbeing of their employees. This can lead to
reduced sickness absence levels, improved morale and the ability to cope more
easily with change.
 Stress management training courses and workshops should be conducted to suit

employers' needs.
 Personal coaching, tutoring, counseling and therapy should also be conducted to

help managers and employees through difficult periods.
 Work stress is a real challenge for employees and the organization. As

organization and their working environment transform, so do the kinds of stress
problems that employees may face. It is important that your workplace is being
continuously monitored for stress problem.
 Further, it is not only important to identify stress problem and to deal with them
but to promote healthy work and reduce harmful aspects of work. Work in itself
can be a self-promoting activity as long as it takes place in a safe, development-
and health-promoting environment.
 Organizations should on frequent basis conduct stress analysis in order to find

out how many employees are victims of stress and strategies that could be
adopted to reduce stress
 Recognizing the symptoms of stress will allow the organization to address the
source before the physical or emotional consequences become overwhelming.
Organizations should follow stress reducing strategies such as Meditation activities,
Practicing Yoga and Holidaying coupon for employees and his family.
TECHNIQUES THAT AN INDIVIDUAL MIGHT FOLLOW IN

ORDER TO REDUCE STRESS
• Relaxing –It’s important to keep one’s mind and body relaxed. Meditation,
prayer, having a creative outlet, listening to music and laughter all help.
• Physical Activity –Practicing martial arts, jogging, lifting weights, or even a
short walk can improve mood and reduce feelings of stress by increasing
endorphins, lowering cortical levels, and providing many other benefits.
• Setting Boundaries – Being overscheduled and rushed can be a significant cause
of stress. By prioritizing your commitments and saying no to some tasks can help
you be more successful with what you find to be really important, and you’ll have
extra time for additional stress management activities.
• Maintain Social Support—Having a supportive network of friends can help you
stay healthy and reduce stress in many ways. Friends can provide resources that
you may need when you’re in a bind, or a supportive ear that helps you feel
accepted and understood. Studies show that having a sense of belonging can
reduce your risk of depression. And having a friend who makes you laugh can
also make you healthier and less stressed.
• Find Fun Distractions –Playing games, reading, watching movies and t.v. can all
help you get your mind off of what’s stressing you and onto something more
pleasant. Sometimes this is just the break you need to stop a pattern of obsessing
over your problems, and enable your body and mind to enter a relaxed state.
When you come back to your stressors, they may not have the same powerful grip
on you.
• Keep a Positive Perspective --Throughout the day, stop and evaluate the endless
stream of thoughts that run through your mind. If they’re negative, try to reframe
those thoughts in a positive way. (This isn’t the same as pretending everything’s
great when it isn’t, a form of denial that doesn’t always help.) Using less negative
language in your self-talk, looking for the hidden benefits as well as the obvious
drawbacks of stressful situations, and reminding yourself that this, too, shall pass
are all effective strategies in positive thinking that have helped many people.
• Get Help If You Need It --If stress is affecting your ability to work or find
pleasure in life, seek help from your doctor, mental health provider or other
professional. There’s no need to let stress overwhelm your life, and there are
many effective forms of help available. Finding it could give you the life you
want and deserve.
SIMPLE PRACTICES AN EMPLOYER CAN DO FOR HIS

EMPLOYEES TO HELP REDUCE THE STRESS LEVEL.
1. PRAISE POSITIVE WORK - DON’T TAKE IT FOR GRANTED

If an employer would make verbally praising employees of how valuable they are, a
regular habit, employees would feel important and needed, resulting in a reduction in
their stress and an increased commitment to the firm.
2. SHOW APPRECIATION
No one likes to be taken for granted.
3. SEE EVERY EMPLOYEE WITH EQUAL VALUE

The sum is always greater than its parts.
4. SEE EACH EMPLOYEE AS DIFFERENT - WITH DIFFERENT NEEDS

People come in varied shapes and sizes and with different emotional needs. The reasons
behind what motivates an employee to work are quite different. Some people work for
money, some for creative exchange, and some for the social experience. If a manager is
able to meet the varying needs, he will find that the productivity of each employee will
increase.
5. COMMUNICATE, COMMUNICATE, COMMUNICATE
Share information with employees. Give clear directions and set reachable goals for your
staff. This will insure that everyone in the organization will be successful and when
people feel successful they feel good and when they feel good they are more relaxed and
when they are more relaxed they work better.
LIMITATIONS OF THE STUDY
• Workplace stress may differ from sector to sector and from organization to
organization.
• Moreover the level of stress differs from individuals to individuals
• Sample size was not too large.
• People try to manipulate answers in positive way.
• Time factor
• Limited target group
• Number of companies are limited so exact data for entire sector cant be generated
• Error in leniency of respondents
• Fake views
• Manipulation of data by respondents, as company’s data is confidential and cant
be leaked.
CHAPTER-6
BIBLIOGRAPHY
BIBLIOGRAPHY
BOOKS:
• Feldman, S Robert (6th Edition)- Understanding Psychology. Tata Mc Graw Hill

• Mckenna Eugene (3rd Edition)- Business Psychology and Organization Behavior
• Robbins, P. Stephen (10th Edition)- Organization Behavior
• Parekh Uday (7th Edition)- Stress Management
• Flach, F. (Ed.). (2003)- Stress and Its Management. New York: Norton & Co.
• Robert A. Baron(5th Edition)- Psychology
• Gary Dessler- (9th Edition)- Human Resource Management
• Robbins, Coulter (7th Edition)- Management
• Baron, Byrne (10th Edition)- Social Psychology
• SP Gupta (31st Edition)- Statistical Methods
CHAPTER-7
APPENDICES
SECTION I- FACTORS LEADING TO STRESS
Following are certain factors that would develop organizational stress.

Please give your opinion regarding the mentioned factors by ticking the option that best
support your answer.
S.no Factors Always Sometimes Never

1 The kind of tasks and work required to be
performed.
2 Working in shifts.
3 Extended office /work hours.
4 Absence of Holidays and recreation activities
5 Inability to give time for personal life
6 Work overload
7 Mismatch between salary and skills
8 The amount of authority given
9 Rigidity at work
10 Non conducive work environment
11 Helplessness to manage change in work
environment
12 The actual job description itself
13 Lack of compatibility with the different age
groups
14 lack of friends in work place
15 The distance of your workplace from home
16 The degree to which you feel motivated at work
by your job
17 Barriers in communication from superiors to subordinate
18 Existence of Cultural difference at work between employees
19 The bias involved in evaluating performance

20 Lack of mentors
21 Superiors attitude
SECTION II- COPING STRATEGIES
Does your organization follow the following measures to prevent workplace stress?
Please indicate by ticking the option that best support your answer.
S.no Methods Always Often Sometimes Seldom Never

1 Resolving problems
immediately as they occur
2 Reorganizing job responsibility
3 Resort to rules and regulations
4 Set priorities and deal with

problems accordingly
5 Provision for providing training
6 Delegation of authority and

responsibilities to employees
7 Dealing with situation

objectively
8 Make work more creative
9 Meditation activities
10 Increasing workers
compensation
11 Provision for providing basic
facilities like transport and food
12 Practicing Yoga
13 Increase in number of Coffee

and tea breaks
14 Resort to hobbies or pastimes

activities of employees
15 Follow up of Disciplinary
measures
16 Counseling session for
employees
17 Holidaying coupon for

employees and his family
18 Reduction of hierarchy
SECTION III- DEMOGRAPHIC INFORMATION

Please tick/ indicate your answer
1. Age
a) 18-25 �
b) 26-35 �
c) 36-55 �
d) 56+ �
2. Gender
a) Female �
b) Male �
3. Marital Status
a) Married �
b) Single �
4. Name

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CHAPTER 1

WHY STUDY THIS TOPIC?

WHAT ARE THE SOURCES OF STRESS

WORKPLACE STRESS DEFINED

FACTORS LEADING TO WORKPLACE STRESS

NEED FOR STRESS MANAGEMENT

STRESS AS PART OF LIFE

STRESS DEFINED -VE VS +VE

S strain and pressure S smiling and laughing

Everyone responds differently to stress. It depends, to some degree, on one’s

FINDING OUT OPTIMAL STRESS.

THE CONSEQUENCES OF STRESS

WHEN ARE THE EFFECTS OF STRESS CRITICAL?

WHAT ARE THE CAUSES OF JOB STRESS?

According to one school of thought, differences in individual characteristics such as

HIGH DEMAND FOR PERFORMANCE

PERSONAL OR FAMILY PROBLEMS

SYMPTOMS & WARNING SIGNS OF JOB STRESS

VARIABLES THAT LEAD TO WORKPLACE STRESS:

WORKPLACE STRESS IN MANUFECTURING SECTOR

• Long Working Hours

It is the field of management developed to deal with individual as well as workplace

There are two schools of thought on the causes of job stress.

WHY MANAGING WORKPLACE STRESS?

GENERAL TIPS FOR DEALING WITH STRESS AT THE WORKPLACE?

WHAT CAN ORGANIZATIONS DO TO REDUCE JOB STRESS

2. REMEMBER TIME LIMITS

3. LEAVE HOME WITHOUT THE PERFECTIONISM

4. DROP THE SUPERMAN APPROACH

5. TRY TO MAINTAIN A POSITIVE ATTITUDE

STRATEGIES FOR MANAGING JOB STRESS

1. formulating the objective of study

The method used to compile this report: DESCRIPTIVE STUDY

1. Publications of state or central govt.

1865 to 1960 - from paper to electronics

Nokia - A big company in a small country

The most quickly developing agglomeration of knowledge-intensive activities in Finland

Nokia's contribution to:

Nokia Networks is a frontrunner in providing network operators with mobile, broadband

Research & Development

However, as the functionality of mobile phones moves from a voice-centric approach to

Move to open standards

Leader of the Mobile World

Taking care of brand

Creating shareholder value

Nokia internationally has used combination of public relations, advertising, promotions

HISTORY OF CELLULAR TELEPHONY IN INDIA

The GSM Association was formed as a result of a European Community agreement on

Cellular Industry in India

The Government of India recognizes that the provision of a world-class

Telecommunications is now universally recognized as one of the prime movers of the

CELLULAR COMPANIES v\s CELL MANUFACTURERS

What do cellular phone companies have in common with betel leaves?

"Saada (ordinary) paan -- 3 rupees, Airtime Rate -- 1.78 rupees," declared an

FIGURE 3.1 Pie chart of Number of respondents as male and female

The age group of respondents is divided into 3 categories:

The Marital Status of respondents is divided into 2 categories:

Therefore, from the given sample of 100 employees

Therefore, from this we

Never Whereas 47.25 %

FIGURE 3.4 Pie chart

TABLE 3.1 RANKS AND MEANS

S.no Factors Mean Rank