Professional Documents
Culture Documents
INTRODUCTION
1. INTRODUCTION
The workplace is a challenging job assignment followed by
moderate doses of competitive spirit, constructive effort and
zeal to get ahead of others and ways in which an individual
copes or deals with stress at work is called organizational stress
management.
Employers should provide a stress-free work environment,
recognize where stress is becoming a problem for staff, and take
action to reduce stress. Stress in the workplace reduces
productivity, increases management pressures, and makes
people ill in many ways, evidence of which is still increasing.
Workplace stress affects the performance of the brain, including
functions of work performance; memory, concentration, and
learning. Stress at work also provides a serious risk of litigation
for all employers and organizations, carrying significant
liabilities for damages, bad publicity and loss of reputation.
Dealing with stress-related claims also consumes vast amounts
of management time. So, there are clearly strong economic and
financial reasons for organizations to manage and reduce stress
at work, aside from the obvious humanitarian and ethical
considerations.
Human Resource Management is an art of managing people at
work in such a manner that they give their best to the
organization. In simple word human resource management
refers to the quantitative aspects of employees working in an
organization.
2
and
placement,
training
and
development,
remuneration,
motivation
and
communication,
CHAPTER II
THE CONCEPT
2. CONCEPT
DEFINING STRESS AT WORK
Change in working practices, such as the introduction of new
technology or the alternation of new technology or the
alternative of targets, my cause stress, or stress may be built
into an organizations structure. Organizational stress can be
measured by absenteeism and quality or work.
workers
will
develop
psychological
and
Definition:
Biological
Music
Accent (music).
10
Other
Where
Is the average stress, also called engineering or
nominal stress, and
Is the force acting over the area .
Chronic Stress
Chronic stress is stress that lasts a long time or occurs
frequently. Chronic stress is potentially damaging.
Symptoms of chronic stress can be:
11
upset stomach
headache
backache
insomnia
anxiety
depression
anger
12
Environmental factors:
Just as environmental uncertainty influences the design of an
organization. Changes in business cycle create economic
uncertainties.
Political uncertainties:
If the political system in a country is implemented in an orderly
manner, there would not be any type of stress.
13
Technological uncertainties:
New innovations can make an employees skills and
experiences obsolete in a very short period of time.
Technological uncertainty therefore is a third type of
environmental factor that can cause stress. Computers, robotics,
automation and other forms of technological innovations are
threat to many people and cause them stress.
Organization factors:
There are no storages of factors within the organization that can
cause stress; pressures to avoid error or complete tasks in a
limited time period, work overload are few examples.
Task demands are factors related to a persons job. They include
the design of the individuals job working conditions, and the
physical work layout.
Role demands relate to pressures placed on a person as a
function of the particular role he or she plays in the
organization. Role overhead is experienced when the employees
is expected to do more than time permits.
Role ambiguity is created when role expectations are not clearly
understood and employee is not sure what he / she is to do.
14
Interpersonal
demands
are
pressures
created
by other
Individual factors:
The typical individual only works about 40 hrs a week. The
experience and problems that people encounter in those other
128 non-work hrs each week can spell over to the job.
Family problems:
National surveys consistently show that people hold family and
discipline, troubles with children are examples of relationship
problems that create stress for employee and that arent at the
front door when they arrive at work.
Economic problems:
Economic problems created by individuals overextending their
financial resources are another set of personal troubles that can
15
Potential sources
Consequences
16
Causes of Stress
The factors leading to stress among individual are called as
stressors. Some of the factors/stressors acting on employees
are1. Organizational factors- With the growth in
organizational stress and complexity, there is increase in
organizational factors also which cause stress among
employees. Some of such factors area. Discrimination in pay/salary structure
b. Strict rules and regulations
c. Ineffective communication
d. Peer pressure
e. Goals conflicts/goals ambiguity
f. More of centralized and formal organization
structure
g. Less promotional opportunities
h. Lack of employees participation in decisionmaking
17
generate
structure,
process
and
working
globalization,
organizational
adjustments
like
mergers and acquisitions directs towards stress. A number of inhouse organizational factors cause worker a stress. Some of the
factors are deprived of good working conditions, strained labor
management relations, disputed resource allocations, coemployee
behavior, organizational
design
and policies,
job
dissatisfaction,
and
less
in
are:
of
privacy
etc.
and
poor
tolerance.
conflicts
leads
19
to
stress.
v)
Organization
Process
and
Styles: A number
of
Organizational
Leaderships:
Top
management
is
Hence,
employees
working
under
demanding
independent
leadership
style.
to
job
stress.
3.
4. Intra-organizational factor
1) Stress is a psychological state and body uneasiness. Stress is
a general experience. Every person experiences stress at
various situations. Workers faces stress in the procedure of
congregating the targets and working for extended hours.
When an individual experiences a control inhibiting the
achievement of wishes and order for achievement, it leads
to
possible
stress.
role
demands.
rigidity,
locus
of
control,
personal
life,
determinants
of
individual
stress
factors.
of
of
stress.
individual
finances,
heavy
family
life.
4. Life Styles: Life Styles of individuals may be one of the
causes of stress. It can be due to sedentary life style, persons
facing exceptional situations may be forced to change their
attitude, emotions and behavior. These are the life disturbances
which are usually the causes of potential stress of a person.
5. Role Demands: Persons play numerous roles in their private
life and organizations. In their personal life, they have the roles
of family head, husband, father, brother and son. In social life
they play the roles of club members, informal community group
members, members of recreation groups, religious groups and a
number of other social groups. In the same way in
organizations, employees play the role of superior, subordinate,
co-worker, union leader, informal group leaders etc. By the
way, all these roles are performed concurrently. Therefore, they
become the basis of anxiety and emotion. Another possible
reason is role conflict. It arises due to the role sensitivity, role
ambiguity, role overload and role overlapping. Role ambiguity
and stress are absolutely associated to each other.
hate
you
job,
this
may
be
the
answer.
26
MACRO-LEVEL
ORGANIZATIONAL
STRESSORS:
POLICIES
Inflexible rules.
STRUCTURES
27
Centralization
Interdependence of depart
Line-Staff conflicts.
PHYSICAL CONDITIONS
Air pollution.
Safety hazards.
Inadequate lighting.
PROCESS
Poor communication.
28
JOB
STRESS
Inadequate information.
GROUP STRESSORS:
The group can also be a potential source of stress.
Group stressors can be categorized into three areas.
1. Lack of groups cohesiveness:Cohesiveness or togetherness is a very important to
employees, especially at the lower levels of the
organizations. If the employee is denied the opportunity
for this cohesiveness because of the task design, because
the supervisor does things to prohibit or limit it, or
because the other members of the group shut the person
out, this can be very stress producing.
2. Lack of social support:Employees are greatly affected by the support of one or
more member of a cohesive group. By sharing their
problems & joys with others, they are much better off. It
this type of social support is lacking for an individual, it
can be very stressful.
3. Intra-Individual, interpersonal & inter-group conflict:Conflict is very closely conceptually or hostile acts
between associated with in compatible or hostile acts
between intra-individual dimensions, such as personal
29
goals
or
motivational
needs
values,
between
INDIVIDUAL STRESSORS:
In a sense, the other stressors (Extra organizational,
organizational, & Group stressors) all eventually get down to
the individual level. For example, role conflict, ambiguity, selfefficacy & psychological hardiness may all affect the level of
stress someone experiences.
CONSEQUENCES OF STRESS
The effect of stress is closely linked to individual personality.
The same level of stress affects different people in different
ways & each person has different ways of coping. Recognizing
these personality types means that more focused help can be
given.
Stress shows itself number of ways. For instance, individual
who is experiencing high level of stress may develop high
blood pressure, ulcers, irritability, difficulty in making routine
decisions, loss of appetite, accident proneness, and the like.
These can be subsumed under three categories:
Individual consequences
Organizational consequence
30
Burnout
Individual consequences:
Individual consequences of stress are those, which affect the
individual directly. Due to this the organization may suffer
directly or indirectly, but it is the individual who has to pays for
it. Individual consequences of stress are broadly divided into
behavioral, psychological and medical.
31
Organizational consequences:
Organizational consequences of stress have direct affect
on the organizations. These include decline in performance,
withdrawal and negative changes in attitude.
Burnout:-
32
Percentage
90%
Overworked
86%
Financial problem
84%
80%
72%
70%
Long hours
50%
Change in family
42%
20%
33
10
No participation in decision
MANAGING STRESS
Management may consider being a positive stimulus that
keeps the adrenaline running is very likely to be seen as
excessive pressure by the employee.
There are two approaches towards managing stress:1)
Individual Approaches
2)
Organization Approaches
1) Individual Approaches: An employee can take personal responsibility for reducing his
or her stress level. Individual strategies that have proven
effective include implementing time management techniques,
increasing physical exercise, relaxation training, and expanding
the social support network.
(a) Time management Techniques: It includes some time management principles. Principles are:-
34
15%
(b) Physical Exercise: Such as aerobics, walking, jogging, swimming, and riding a
bicycle have long been recommended by physicians as a way to
deal with excessive stress levels. These forms of physical
exercise increase heart capacity, lower the at-rest heart rate,
provide a mental diversion from work pressures, and offer a
means to let off steam.
(c) Relaxation Techniques: Such as meditation, hypnosis, and biofeedback. The objective is
to reach a state of deep relaxation, in which one feels physically
relaxed, somewhat detached from the immediate environment,
and detached from body sensations. Deep relaxation for 15 or
20 minutes a day releases tension and provides a person with a
pronounced sense of peacefulness. Importantly, significant
changes in heart rate, blood pressure, and other physiological
factors result from achieving the condition of deep relaxation.
(d) Social Support Network:It includes friends, family, or work colleagues. Expanding your
social support network therefore can be means for tension
35
2) Organizational Approaches: Several of the factors that cause stress particularly task and role
demands and organizational structure are controlled by
management. As such, they can be modified or changed.
Strategies that management might want to consider include
improved personnel selection and job placement, training, use
of realistic goal setting, redesigning of jobs, increased employee
involvement, improved organizational communication, offering
employee sabbaticals, and establishment of corporate wellness
programs.
(a) Selection and Placement:Certain jobs are more stressful than other. Individuals differ in
their response to stress situation. Individuals with little
experience or an external locus of control tend to be more prone
to stress. Selection and placement decisions should take these
facts into consideration. Management should not restrict hiring
to only experienced individual with an internal locus, but such
individuals may adapt better to high stress jobs and perform
those jobs more effectively.
(b) Training: It can increase an individuals self-efficacy and thus lessen job
strain.
36
concluded that
(d) Redesigning Jobs: To give employees more responsibility, more meaningful work,
more autonomy, and increased feedback can reduce stress
because these factors give the employee greater control over
work activities and lessen dependence on others. The right
redesign, then, for employees with a low need for growth might
be less responsibility and increased specialization. If individuals
prefer structure and routine, reducing skill variety should also
reduce uncertainties and stress levels.
(e) Increasing Employee Involvement: By giving employees a voice in the decision that directly affect
their job performances, management can increase employee
control and reduce this role stress. So managers should consider
increasing employee involvement in decision making.
Increasing
formal
organizational
communication
with
(f) Sabbaticals: Ranging in length from a few weeks to several months allows
employees to travel, relax, or pursue personal projects that
consume time beyond normal vacation weeks. Proponents argue
that these sabbaticals can revive and rejuvenate workers who
might be headed for burnout.
(g) Wellness Programs: These programs focus on the employees total physical and
mental condition. Provide workshop to help people quit
smoking, control alcohol use, lose weight, eat better, and
develop a regular exercise program. The assumption underlying
most wellness programs is that employees need to take personal
responsibility
for
their
physical
and
mental
health.
They expect a
38
strained
relationship
with
co-workers,
Exercise:-
39
COUNSELING:
Personal counseling help employees understand and appreciate
a diverse workforce, the holistic approach adopted by the
counselor gives him a comprehensive view of the employee as
client and enable him to deal the issues of work related
problems in a larger context with his awareness of the interrelationship among problems in adjustment with self, other and
environment and that a work concern will effect personal life
and vice-versa, the employee would receive help regarding the
problem in all life.
One of the advantage of the individual interventions is the
individual can use these skills to improve the quality of life in
offer domains like family, social support and self, thus reducing
the negative carry of experiences in these domains into the
work life which might affect his occupation mental health.
42
ORGANIZATIONAL STRATEGIES:The most effective way of managing stress calls for adopting
stressors and prevent occurrence of potential stressors.
Two basic organizational strategies for helping employees
manage stress are institutional programs and collateral
programs.
Work Design
Stress
Management
Health
promotions
programs
Work schedules
programs
Culture
Other programs
Supervision
Institutional programs:-
43
COLLATERAL PROGRAMS:
In addition to their institutional efforts aimed at reducing stress,
many organizations are turning to collateral programs. A
collateral stress program in an organizational program
specifically created to help employees deal with stress. The
organizations have adopted stress management programs, health
promotion programs and other kinds of programs for this
purpose.
Behaviour modification
47
48
Promoting a family
o Family 22%
o Health 15%
o Stress, managing their time and balancing their lives 14%
o Jobs and career 8%
o Education and schooling ( for both themselves and their
children) 7%
50
CHAPTER III
51
52
53
CHAPTER IV
COMPANY PROFILE
54
4. COMPANY PROFILE
Coal - the Black Diamond
Coal is the primary source of energy. Coal accounts for over
50% of Indias commercial energy consumption and about 78%
of domestic coal production is dedicated to power generation.
The inventory of Coal in India are estimated to be around
298.914 Billion Tonnes (as on 1st April, 2013), which constitute
about 0.8% of the Global Coal reserves, whereas it's production
contribution is around 7%. India today is one of the major coal
producers in the World and ranks at 3rd position after China and
USA.
Coal deposits in India are mainly occurring in lower Gondwana
formation of Permian period and Oligocene formation of
tertiary period. About 99.5% of Indian coal belongs to
Gondwana formation.
Major part of these reserves is bituminous coal, occurring in
basins, lying east of 780E Longitude and above 200N Latitude,
along prominent present day rivers. Coal deposits of tertiary
period are best developed in North Eastern Region while
Lignite deposits in Southern & Western part of the country.
56
57
WCL : An Introduction
Western Coalfields Limited (WCL) is one of the Eight
Subsidiary Companies of Coal India Limited, contributing
about 8.19% of the national coal production. The company
came into existence on 1st November, 1975, after reorganization of the Nationalized Coal Industry. The Company
incorporated under the Companies Act, 1956 has its registered
58
59
Mission
The Mission of Western Coalfields Limited is to produce and
market the planned quantity of Coal and Coal products,
efficiently and economically with due regard to Environment,
Safety, Conservation and Quality.
Vision
To emerge as a global player in the primary energy sector
committed to provide energy security to the country by
attaining environmentally & socially sustainable growth
through best practices from mine to market.
Values
61
62
Management Profile
Chairman:
Shri S S Malhi
63
Director (Personnel):
(P&IR):
Director
Shri R. Mohan
Das
Economic advisor:
64
Dr. M. R. Anand
WCL AT A GLANCE
Number of working mines: 01.04.2014
Opencast
39
Underground
42
Mixed (OC+UG)
01
Total
82
65
Coal Production
(Million Tonnes)
Actual
2013-14
Actual
2012-13
Opencast
34.09
34.72
Underground
08.20
08.39
Total
42.29
43.11
Productivity
(Tonnes/Manshift)
Actual
2013-14
Actual
2012-13
Opencast
5.03
4.22
Underground
1.10
1.08
Overall
2.97
2.70
41.55
41.97
66
Average Wagon
Loading
(Boxes/Day)
885
761
1.4.2014
1.4.2013
Executives
2868
2620
Monthly Rated
10879
11291
Daily Rated
39458
40587
Piece Rated
1414
2232
Company Trainee
341
259
Total
54960
56989
O.B.R. (Mil.Cu.M.)
113.69
122.49
67
5.82
5.09
Manpower Reduction
2029
2054
Profit
310.20
472.53
743.60
935.30
1446.96
1054.44
930.22
516.12
931.03
1067.97
440.50
428.87
520.28
(-)215.66
Coal Reserves
The Command Area of WCL has coal inventory of 14,503
Million Tonnes of coal, against All India coal inventory of
2,98,914 Million Tonnes (as on 01.04.2014). The distribution is
as under:
(M
illion Tonnes)
State
Maharashtra
Coking
69
Non-Coking
10964
Total
10964
Madhya Pradesh
TOTAL WCL
ALL INDIA
WCL reserves as
% of All India
666
666
34061
1.95
2813
13837
264853
5.22
(1) As per GSI, in seams more than 0.9 M thick and upto a
depth of 1200 M.
(2) This includes 1493 million tonnes of Tertiary coal.
With 4.85% of coal inventory WCL contributes about 9.35%
towards CIL coal production and about 7.58% towards national
coal production.
Mining Operations
The mining operations of WCL are organized into 10 Areas, 7
located in the State of Maharashtra and 3 in Madhya Pradesh.
WCL has 82 operating mines as on 01.04.2014.
MAHARASHTRA STATE
70
3539
14503
298914*
4.85
Sr. No.
State/Area
UG
OC
Mixed
Total
Chandrapu
11
r
2
Ballarpur
Majri
Wani
Wani North
Nagpur
12
Umrer
TOTAL
22
32
54
State/Are
UG
OC
Mixed
Total
a
1
Pathakhera
71
Pench
14
Kanhan
TOTAL
20
28
OC
UG
Total
1973-74
1979-80
1991-92
1996-97
2001-02
2002-03
2003-04
2004-05
0.75
1.84
15.75
21.36
27.52
28.43
30.02
31.76
5.78
7.76
8.99
9.86
9.49
9.39
9.51
9.65
6.53
9.60
24.74
31.22
37.01
37.82
39.53
41.41
72
2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
PROG.
2014-15
33.16
33.30
33.53
34.59
36.12
34.95
34.72
34.09
34.90
35.50
10.04
9.91
9.98
10.11
9.62
8.70
8.39
8.20
8.12
8.50
43.20
43.21
43.51
44.70
45.74
43.65
43.11
42.29
41.57
44.00
Manpower:
WCL has made concerted progress in rationalizing its
manpower. Despite increase in production from a level of 24.74
Million Tonnes to 42.29 Million Tonnes during the period 199192 to 2013-14, WCL is able to gradually reduce its overall
manpower and increase production and productivity.
The year wise manpower is given below:
As on 31st March
1992
1997
2002
2003
2004
2005
2006
Manpower
85742
84805
75005
72501
70515
68938
67378
73
2007
2008
2009
2010
2011
2012
2013
2014
65599
64160
62492
60870
59043
56989
54960
52045
10 mines
were
existing
prior to
75
CHAPTER V
SCOPE OF STUDY
5. SCOPE OF STUDY
76
organizational
participation
in
the
organizational activity.
It would reduce stress through improved organization.
It would help in interaction with others.
Saving time and reducing stress with improved
listening.
It would help to reduce anxiety levels.
It would help to develop coping skills.
There could be better performance of employees in the
organization.
It would reduce risk of depression.
It would help to make an employee less sensitive to
criticism.
It would increase the dedication towards work in the
organization.
It would help in achieving greater efficiency at work.
77
CHAPTER VI
RESEARCH &
METHODOLOGY
78
6. RESEARCH METHODOLOGY
In order to accomplish the objectives of the study, it is
essential to articulate the manner in which it is to be conducted,
i.e., the research process is to be carried-out in a certain
framework. The research methodology, which follows, is the
backbone of the study. Every project work is based on certain
methodology, which is a way to systematically solve the
problem or attain its objectives. It is a very important guideline
and lead to completion of any project work through
observation, data collection and data analysis.
Research Methodology comprises of defining &
redefining problems, collecting, organizing & evaluating data,
making deductions & researching to conclusions.
-Clifford Woody
Magazine
Internet
Books
Previous Report
Sampling:
The total sample size for this project was 50 executives at
WCL.
The information collected through above methods has been
tabulated, analyzed and interpreted. Finally an overall
assessment of the contribution of top management has been
made towards improving the effectiveness of the organization.
TYPES OF RESEARCH
80
EXPLORATIVE RESEARCH
DESCRIPTIVE RESEARCH
DIAGNOSTIC RESEARCH
Explorative Research:-
81
SAMPLING PLAN:
Sample Size = 50 Employees
Sample Area = Nagpur
Duration
= 2 Weeks
82
CHAPTER VII
HYPOTHESIS
7. HYPOTHESIS
83
84
CHAPTER VIII
85
PARTICULARS
FREQUENCY
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
TOTAL
9
20
4
12
5
50
86
RESPONSE
(in %)
18
40
8
24
10
100
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
PARTICULARS
FREQUENCY
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
TOTAL
13
18
8
8
3
50
87
RESPONSE
(in %)
26
36
16
16
6
100
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
PARTICULARS
FREQUENCY
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
TOTAL
5
21
6
14
4
50
88
RESPONSE
(in %)
10
42
12
28
8
100
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
stress?
PARTICULARS
FREQUENCY
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
TOTAL
3
20
10
13
4
50
89
RESPONSE
(in %)
6
40
20
26
8
100
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
PARTICULARS
FREQUENCY
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
13
27
7
3
90
RESPONSE
(in %)
26
54
14
6
TOTAL
Strongly Agree
6. Do
you
50
Agree
think
lack
100
Undecided
of
Disagree
clarity
Strongly Disagree
about
PARTICULARS
FREQUENCY
Strongly Agree
Agree
Undecided
Disagree
2
14
12
19
91
RESPONSE
(in %)
4
28
24
38
Strongly Disagree
TOTAL
Strongly Agree
3
50
Agree
Undecided
6
100
Disagree
Strongly Disagree
monotonous?
PARTICULARS
FREQUENCY
Strongly Agree
5
92
RESPONSE
(in %)
10
Agree
Undecided
Disagree
Strongly Disagree
TOTAL
Strongly Agree
16
2
19
8
50
Agree
Undecided
32
4
38
16
100
Disagree
Strongly Disagree
work?
93
PARTICULARS
FREQUENCY
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
TOTAL
22
10
14
4
50
Strongly Agree
Agree
Undecided
Disagree
RESPONSE
(in %)
44
20
28
8
100
Strongly Disagree
plan?
94
PARTICULARS
FREQUENCY
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
TOTAL
25
22
3
50
Strongly Agree
Agree
95
Undecided
Disagree
RESPONSE
(in %)
50
44
6
100
Strongly Disagree
PARTICULARS
FREQUENCY
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
TOTAL
5
11
5
19
10
50
Strongly Agree
Agree
96
Undecided
Disagree
RESPONSE
(in %)
10
22
10
38
20
100
Strongly Disagree
PARTICULARS
FREQUENCY
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
TOTAL
18
27
2
3
50
Strongly Agree
Agree
97
Undecided
Disagree
RESPONSE
(in %)
36
54
4
6
100
Strongly Disagree
PARTICULARS
FREQUENCY
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
TOTAL
11
16
20
7
50
Strongly Agree
Agree
98
Undecided
Disagree
RESPONSE
(in %)
22
32
40
14
100
Strongly Disagree
13.
Do
you
think
training &
development
PARTICULARS
FREQUENCY
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
TOTAL
20
25
3
2
50
Strongly Agree
Agree
99
Undecided
Disagree
RESPONSE
(in %)
40
50
6
4
100
Strongly Disagree
PARTICULARS
FREQUENCY
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
TOTAL
4
11
14
17
4
50
Strongly Agree
Agree
100
Undecided
Disagree
RESPONSE
(in %)
8
22
28
34
8
100
Strongly Disagree
PARTICULARS
FREQUENCY
Strongly Agree
Agree
Undecided
Disagree
Strongly Disagree
TOTAL
18
30
2
50
Strongly Agree
Agree
101
Undecided
Disagree
RESPONSE
(in %)
36
60
4
100
Strongly Disagree
CHAPTER IX
FINDINGS
102
9. FINDINGS
Most of the employees get enough time to perform their
work without any disturbances.
103
Most employees agree that they plan their day and work
out that plan.
104
105
CHAPTER X
LIMITATIONS
10. LIMITATIONS
106
107
CHAPTER XI
SUGGESTIONS
108
11. SUGGESTIONS
CHAPTER XII
CONCLUSION
110
12. CONCLUSION
111
112
CHAPTER XIII
BIBLIOGRAPHY
BOOKS:
113
K. Aswathappa, Organizational
edition, Himalaya Publishing House
Behavior,
9th
114
CHAPTER XIV
ANNEXURE
115
Dear sir/madam,
I am Rajeev Deb, student of final year B.B.A
(specialization in HRM) studying at D.A.I.M.S.R
College, Nagpur University. As a part of academic
curriculum, I am carrying out a project work.
In this regard a questionnaire has been provided to
you. Please express your fair views for the questions
asked in the questionnaire. I therefore invite your fair
opinion on the below mentioned questions.
The
NAME
OF
EMPLOYE:
________________________________
AGE
_________________________________
GENDER
Male
Female
MARITAL STATUS
Married
Unmarried
DESIGNATION
_________________________________
Agree
117
Undecided
Disagree
Strongly
Disagree
Agree
Undecided
Disagree
Strongly
Disagree
Strongly
Agree
Agree
Undecided
Disagree
Strongly
Disagree
stress?
Strongly
Agree
Agree
Undecided
Disagree
Strongly
Disagree
Strongly
Agree
Agree
118
Undecided
Disagree
Strongly
Disagree
6. Do
you
think
lack
of
clarity
about
Agree
Undecided
Disagree
Strongly
Disagree
monotonous?
Strongly
Agree
Agree
Undecided
Disagree
Strongly
Disagree
work?
Strongly
Agree
Agree
119
Undecided
Disagree
Strongly
Disagree
plan?
Strongly
Agree
10.
Agree
Undecided
Disagree
Strongly
Disagree
Agree
Undecided
Disagree
Strongly
Disagree
Strongly
Agree
Agree
Undecided
Disagree
Strongly
Disagree
Strongly
Agree
Agree
120
Undecided
Disagree
Strongly
Disagree
13.
development
Agree
Undecided
Disagree
Strongly
Disagree
Disagree
Strongly
Disagree
Disagree
Strongly
Disagree
Strongly
Agree
Agree
Undecided
Agree
121
Undecided