A PROJECT REPORT

ON
IMPACT OF STRESS ON PERFORMANCE

IN
KESORAM CEMENT – BASANTH NAGAR
SUBMITTED TO

Kakatiya University

For The Award of the Degree of

"Master Of Business Administration"
BY
NAZIA TAHSEEN
Roll No. 10104C1039

Under guidance of

M. NANDA KISHORE
Asst. Professor
Department of Commerce and Business Management
Vani Niketan Institute of Management Studies
(Affiliated to Kakatiya University)
Mukarampura, Karimnagar-505001, AP.
2009-2011

1
 CERTIFICATE
This is to certify that NAZIA TAHSEEN, bearing Hall Ticket No. 10104C1039 of

MBA –IV Semester, has completed her KESORAM CEMENT, BASANTHNAGAR

in partial fulfilment of requirements for the award of degree in Master of Business

Administration.

This report has not been submitted to any other institute or University for the

award of any degree.

A. SURESH M. NANDA KISHORE

Head of the Department Project Guide

2
 DECLARATION

I declare that this Project Report titled “A Report on IMPACT OF

STRESS ON PERFORMANCE, IN KESHORAM CEMENT, BASANTHNAGAR”

submitted by me to the Department of Business Management, Kakatiya University,

Warangal, is a bonafide work undertaken by me and it is not submitted to any other

University or Institution for the award of any degree / diploma certificate or

published any time before.

NAZIA TAHSEEN

3
 ACKNOWLEDGEMENT
I am indebted to the management of Vani Niketan Institute of Management
Studies, Mukarampura, Karimnagar. For their guidance and suggestions without
which the study would not have been completed.

I can grateful to Prof. Gurajala Sudarshan, Director, Vani Niketan Institute

of Management Studies, Mukarampura, Karimnagar for his encouragement and
cooperation for the successful completion of the project.

I can thankful to my guide M. Nanda Kishore, Asst. Professor for his

meticulous reading of typed material and cooperation for early completion of the
project.

I express a sense of gratitude to N. Veda Kumar, Factory Manager, Kesoram

Cement, Basanthnagar, Karimnagar and other member of the institute for their
encouragement and cooperation for the success of project.

It is my privilege to acknowledge and express a deep sense of gratitude to my

parents, family members and friends for their constant help and encouragement
during the course of this project.
NAZIA TAHSEEN
HT. NO. 10104C1039
CONTENTS

Chapters Chapter Name Pg No

CHAPTER - I Introduction 7-20

Topic & significance
Need & importance of the study
Objectives of the study
Scope of the Study
Research Methodology
- Statement of the problem
- Date collection method

4
 - Sampling procedure
- Research instrument
- Sample size
- Limitations of the Study

CHAPTER-II COMPANY PROFILE 21-33

CHAPTER-III THEORITICAL FRAME WORK 34-80

CHAPTER-IV DATA ANALYSIS &

INTERPRETATION 81-106

CHAPTER-V CONCLUSION &

SUGGESTONS 107-109

ANNEXURE QUESTIONNAIRE 111-115

BIBILOGRAPHY

5
 CHAPTER-I
INTRODUCTION

6
 INTRODUCTION
What is stress?
Stress is a dynamic condition in which an individual is confronted with an
opportunity, constraint, or demand related to what he or she desires and for which the
outcome is perceived to be both uncertain and important.

Stress has its effects on all walks of life to manage stress effectively. It is
important to understand nature and effects of stress. Stress can be explained basically as
pressure upon a persons psychological system, which arises out Of complexity or intensity of
ones work life. According to Beehr and Newman, stress is "a condition arising from the
interaction of people and their jobs and characterized by changes with in people that force
them to deviate from their normal functioning".

Stress is the " wear and tear " our bodies experience as we adjust to our
continually changing environment; it has physical and emotional effects on us and creates
positive or negative feelings. As a positive influence, stress can help compel us to action;
it can result in a new awareness and an exciting new perspective as a negative influence,
it can result in feeling of distrust, rejection, anger and depression which in turn can lead to
health problems such as headaches, upset, stomach, heart disease and stroke. With the
death of a loved one, the birth of a child, a job promotion, or a new relationship, we
experience stress as we readjust our lives in so adjusting to different circumstances, Stress
will help or hinder us depending on how we react to it.

The study of stress in the organizational context has initially been done by Kahn,
Wolfe, Quinn, Snock & Rosenthal (1964). Since then, their pioneering studies in role stress
&stress in organizations have become an important point of reference.

7
 Job stress has mostly been defined as external agents disrupting the normal causing
strain. Caplan, Cobb, French, Harrison & Pinneau (1975) defined stress as "any
characteristic. Of the job environment that poses a threat to the individual".

From an interact ional point of view, Margolis, Kroes & Quinn (1974) defined stress
as a condition at work interacting with worker characteristic to disrupt psychological
homeostasis. Perhaps the most comprehensive interact ional definition If job stress we
given by French, Rodgers & Cobb (1974). They defined job stress as a "misfit between a
person's abilities & demands of the job & misfit in terms of a person's needs as supplied
by the environment". This approach of looking into job stress is known as the p-
e(person-environment) fit approach.

The researchers in the area of p-e fit (French et al.,1974) have identified two types of
fits, the need supply fit & the demands-ability fit. The need-supply fit refers to the extent of
discrepancy between the needs of a person & the supplies available in the job Environment to
meet those needs. The demand supply fit, on the other hand, deals with the relationship
between the demands of the job & the abilities of the individual to meet those needs.

French et al.,(1974) applied this concept of P-E fit to the organization context. for a better
understanding of the phenomenon of the job stress. A job is stressful to the extent to which it
provides the conditions for poor fits of either type to occur. They used for term ‘fit’ to
represent the discrepancies between the environmental & individual attributes. Job stress i-
e., poor P-E fit in the job environment can lead to illness of far-fetched consequences.
Studies in the area of P-E fit suggest that the P-E fit index of stress is a better predictor of strain
compared to either of the P-or-E-index considered singly (Caplan et al., 1975; Harrison,
1978;Kahana, 1978;Kulka, 1979;Blaul981; Furham & Schaeffer, 1984) with few criticisms
(Johnson, 1985; Dolinger, 1986).

8
 STRESS AND ITS IMPACT

Irrespective of the nature of the stressors-real or perceived-our subconscious mind

reacts with the same body response by releasing stress hormones equal to the degree of our
fear, worry or sense of threat. It brings about changers in the body's biochemical state
with extra epinephrine & other adrenal steroids such as hydrocortisone in the bloodstream.

It also includes palpitation & blood pressure in the body with mental
manifestations such as anger, fear, worry or aggression. In short, stress creates anomalies
in our body's homeostasis. When the extra chemicals in our bloodstream don't get used up
or the stress situation persists, it makes our body prone to mental & physical illnesses.
Medically, it has been established that chronic stress conditions can crumble our body's
immune system.

For example, imagine a secretary in an off. Her boss comes in, angry & furious.
He starts blasting the secretary for no apparent reasons. Now, her activated adrenaline
cycle would tell her to flee or fight. Her senses become acute, muscles tighten, heartbeats
& blood pressure increase & brain activity speeds up. She would probably like to walk
out or alternatively, turn around & punch him in the face. But she does neither, for to do so
might mean losing her job. So what follows? She bums up a lot of her body energy
without achieving anything. At the end of the day she would be left mentally, physically
& emotionally exhausted. It can happen to any body from a high profile businessman to a
student, an executive or a homemaker. All are burning out their energies to defend
themselves from their real or perceived stressors.

Aging is a natural & gradual process, except under extreme circumstances such as stress
or grief. The constant stressors of stress conditions result in a loss in neural & hormonal
balance. This loss of balance will cause increased oxidative damage accelerating aging in
our body. That's because, chronic disturbances in body homeostasis ultimately affect our

9
hormone secreting glands, cell repair & collagen in our skin & connecting tissues.
Immune & neural degenerative diseases prevent this otherwise inevitable process from
following the normal & healthy course of events.

Recent research results suggest that long-term exposure to adrenal stress

hormones may boost brain aging in later life.

The level of hormone released apparently affects the total volume of the brain's
hippocampus-a major source of recall & memory function, in later life. Researchers
found those with high level of hormone release, had a hippocampus volume 14% less than
those with lower levels.

Therefore, "chronic stress may accelerate hippo cam pal deterioration" leading to
accelerated physical & brain aging.

POTENTIAL SOURCES OF STRESS:-

There are three categories of potential stressors.
• Environmental factor
• Organization factor
• Individual factor.

ENVIRONMENTAL FACTOR:
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.

TECHNOLOGICAL UNCERTAINTIES:

10
 Innovations can make an employees skill and experiences obsolete in a very short
period technological uncertainty therefore are a third type of period Technological
uncertainty therefore are 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 then stress.

ORGANIZATIONAL FACTOR:
There are no storages of factors within the organizing that can cause stress;
pressure to avoid error or complete tasks in a limited time, work overload are few
examples.

TASK DEMANDS:
Task demands are actor related to a person’s job. They include the design of the
individual’s job working condition, and the physical work layout.

ROLE DEMANDS:
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
employee 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.

INTERPERSONAL DEMANDS:
Interpersonal demands are pressures created by other employee. Lack of social
support from colleagues and poor. Especially among employed with a high social need.

Organizational structure defines the level of differentiation in the organization,

the degree of rules and regulations, and where decisions are mad. Excessive rules and
lack of participation in decision that affect and employee are examples of structural
variables that might be potential sources of stress.

11
ORGANIZATIONAL LEADERSHIP:
Organizational leadership represents the management style of the organizations senior
executive. Some executive offices create a culture characterized by tension, fear, and
anxiety. They establish unrealistic pressures to perform in the short-run impose.

Organizations go through a cycle. They are established. They grow, become mature, and
eventually decline. An organization’s life stage- i.e., where it is in four stage cycle-
creates different problems and pressures for employees. The establishment and decline
stage are particularly stressful.

INDIVIDUAL FACTOR:-
They typical individual only works about 40 hrs a week. The experience end
problems that people encounter in those other 128 non-work hours each week can spell
over to the job.

FAMILY PROBLEMS:
National surveys consistently shows that people hold family and discipline,
troubles with children are examples of relationship problems that create stress for
employee and that are not 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 trebles that can create stress for employee and distract their
attention form their work.

12
 POTENTIAL SOURCES OF STRESS

Environmental factors
• Economy uncertainty Individual differences Physiological
• Political uncertainty • Perception Symptoms:
• Technological • Job experience • Headaches
uncertainty. • Social support • High blood
• Belief in locus pressure
Organizational factors. of control • Heart disease.
• Task demands • Hostility.
• Role demands
• Interpersonal
demands Psychological symptoms
• Organizational Experience stress. • Steep disturbances
leadership depression
• Organizational life • Decrease in job
stage. satisfaction

Behavioral symptoms
Individual factors: • Productivity
• Family problem • Absenteeism
• Economic problems. • Turnover
• Accidents.

13
NEED OF THE STUDY:

The stress management is using in terms of most of the employees are have good or

bad opinion about work & organization. Because the organization is giving more work to the

employees & applying extra working hours to the employees, then they are feel more stressful.

From the stress employees are feeling upset haven't any interest about the work. Stress is

increasing problem with in you & organization. That means, the employees are suffering from

health problems like heart attack, blood pressure, psychological & physical problems. These are

all directly affected on the company's growth.

14
OBJECTIVES OF THE STUDY:

1) To know whether stress has become increasing problem due to more workload
on occasions.

2) To study the various means by which the stress in reduced among

employees.

3) To study how much influence of surroundings work environments is there on

employee's stress.

4) To study what are the relaxation/recreation programs conducted in the organization to

relieve the stress of employees.

5) To study the opportunities available to the employees to their personal

growth, development and the sense of worthwhile achieved in their work.

6) To study the potential & mental capability of employees overcoming stress due to various
reasons.

7) To study whether the employees are availing the recreation programs

conducted by organization and the effect of those on they're to be relieved from stress.

15
SCOPE OF THE STUDY:

Stress is a burning issue, now a days most of the industry employees are facing a lot of

problem with stress, due to more working hours & producing more output than their

capacity. Like way, in this organization stress is an increasing problem & destroys the health

of individuals. Every aspect contains both I-e., negative & positive sides, that means there

is not only negative but also positive. Negative stress is a giving more problems to the

employees & positive stress is a giving motivation to the employees & they have interested doing

work quickly. Automatically increase the growth of the organization.

16
 RESEARCH METHODOLOGY

IDENTIFICATION OR STATEMENT OF PROBLEM:

A satisfied employee is an asset. A satisfied employee works with loyalty,

commitment & becomes instrument in bringing out the efficiency of organization satisfaction
of employee is derived from, the job the does, the way the does the job, work culture &
organizational climate & also depends on attempts of organization to provide Quality of
Work Life to employee. But some feature like negative stress & strain employees are prone
to also hampers these. To know the effectiveness of existing practices of organizations
providing Quality of Work Life, study has been taken “Stress Management among Employees".

RESEARCH DESIGN:-

Research design is the plan and structure of investigation so conceived as to

obtained answers to the research questions. The plan is the overall scheme of the program
of the research. A research design express both they structure of research problem and the
plan of investigation used to obtain empirical evidence on relations of the problem.

SOURCES OF DATA:-
There are various methods of data collection. They are
• Primary data
• Secondary data

17
PRIMARY DATA:-

The data regarding the opinion, on "STRESS MANAGEMENT AMONG

EMPOLOYEES" for workmen, supervisors, and executives of the organization. A
questionnaire was prepared and about 100 employees as a sample group were interviewed
their opinions was collected through discussions and questionnaire.

SECONDARY DATA:-

The secondary data i.e., establishment, location and capacity etc, were
collected from the management's annual reports, circulars, journals, information brochures
etc.

SAMPLING METHOD:

Sample is a small specimen or a separate part of the whole population

representing is general qualities as far as possible. The term sampling refers to the
investigation of a part of the whole population. Under random sampling method
convenience sampling method was adopted to select samples by the researcher. When a sample
is drawn according to one's own convenience without any systematic method; it is known
as convenience sampling.

SAMPLE SIZE:-

To get a meaningful sample, a list of employees was taken from the

employees register, which are the permanent employees 100 members were selected from all
the departments.

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COLLECTION OF DATA THROUGH QUESTIONNAIRE:

A questionnaire is a formalized set of questions for collecting information. It is a

clear concept of the needed information & through pretesting. It is being adopt by private &
public organization & even by governments. In this method a questionnaire is sent to the
persons concerned with a request to answer the question & return the questionnaire.

Hence structured questionnaire was prepared & presented to the respondent &
related question were asked questionnaire mainly contains closed-ended open-ended
questions. This has been used in order to assess the respondent to know whether they are
free from stress or not.

INTERVIEW METHOD:

The interview method of collecting data involves presentation of oral-verbal stimuli &
method can be used through personal interview method.

PERSONAL INTERVIEW:

Personal interview method requires a person known as the interviewer asking questions
generally in a face-to-face contact to the other person or persons.

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LIMITATIONS OF STUDY:

1) Time-taken for the study is not sufficient to collect the complete & full-fledged
data from employees.

2) Organization policy will control the data.

3) Illiteracy of the sample is the cause for limitation.

4) Sample size is too small to cover the complete information.

5) Busyness of the employees while giving the answers.

6) Time period provided by the management is less.

7) Unawareness about the topic by employees.

 CHAPTER-II
Company profile

21
INTRODUCTION OF CEMENT:
The basic need of human being is food. Cloth in and shelter love and
affection/possession is on never ending process for a human being.

As the time passes on human being their wants and wishes also changed from
ancient time to modern times and among then the living pattern and construction
works also have changed form temporary construction of house to permanents
construction and the basic material used in construction is cement.

Cement the word as per oxford: It is commonly used in any substance applied
for soft stocking thing. But cement means is most vital and important material for
modern constructions. It is a material which sets and hardness when mixed with
water. Cement is basically used in construction as a building agent. In ancient times
clay bricks and stones have been used for construction works.

The Romans were using a binding or a cementing material that would harden
and water. The first systematic effort was make buy SMEATION who undertook the
execution of a new lighthouse in 1756. He observed that production obtained by
during limestone was the best cementing material for work under water.

The construction is lost centuries was with lime that was the main equipment
used for construction work. The ancient constructions like Tajmahal, Qutubminar,
Mysore palace, Red fort, Charminar, etc., and the evidence of lime construction.

22
THE INDIAN CEMENT INDUSTRY:
By starting production in 1914 the story of Indian cement industry is a stage of
continuous of growth.

Indian is the fourth largest cement producer after China, Japan and
USA so far annual production and demand has been growing a pace at roughly 68
million tons with an installed capacity of 82 million tons.

In 1914 the foundation of stable cement Industry was laid as above. It

was Indian cement Company at porbandar in Gujarat. In 1920, the cement- marketing
corporation was form\ed to promote the sale and distribution of cement. A significant
development was formed to promote the sale and distribution of cement. A significant
development was make in 1930 when all manufacturers mergers together to form the
Associated Cement Company Limited.

Cement Industry is the major Industry it has taken rapid strides for a modest
beginning at Porbandar in 1914 to the 1980’s with over understanding out of the 60
units, 14 units are in the uric sector, remaining units are in private sectors.

Indian endowed with cement grade lime stones (90 Billion tons) and Coal (190
Billion tons). The basic raw material required for cement manufacture and self
sufficient in manufacturing cement marking, machineries. During nineties it had a
particular impressive expansion with a growth rate of 10%.

The strength and vitality of cement industry can be gouged by the interest
shown and support given by World Bank, considering the excellent performance of
the industry in utilizing loans and achieving the objectives and targets. The World
Bank is examining the feasibility of providing a third line of credit for further
upgrading Industry in varying areas, which will make it global. Therefore India today
totally installed capacity of over 30 million tons, employing over a 100 thousand
people directly and contributing among of Rupees 8 billion to India’s GDP.

23
Technology:
Cement may be manufactured employing three alternative
technologies.
1) The largely out molded will process technology.
2) The more modern dry process that required only 19% coal utilization,
3) The latest percallinator technology or raw material is partly or completed
carried out before the feud inters the rotator kin besides saving power, the
adoption of this technology enable in increase in installed capacity by
30,35% the 30,000 tons per day plants being set up in the country use this
technology.

DISTRIBUTION SYSTEM;
Distribution of cement was entirely under Government Control until 1982. At
present the Industry has to make an agreement towards the levy quota which is to be
sold compulsory to the Government the direst of the output or open market quota may
be sold in the open market evolved prices the output lifted by the Government is
allocated sate wise.

NEED AND IMPORTANCE:

In India we see rapid industrial development in the last few centuries. Indian
industry is growing at considerable ratio, which reveals India is a developing country.
And there are different industrial sectors are playing a vital role for the economy’s
development. They are steel cement SOF International environment and changes in
marketing. There is increase in the salaries in all most in every market leading to
competition in aspects of price, promotion etc., which help to increase the standard of
living of people.

The manufacturers of Cement like Kesoram cement, India Limited, Orient

Limited, Ultratech etc., are providing cement and they are distributing cement through
wide network of dealers.

24
 Kesoram cement is doing its business from deceases and it is continuously
contributing to the national economy. In even Industry now days there is no special
interest for particularly department like production or manufacturing but now a days
total quality management parlays a vital for the company’s success.

Distribution channel pays a vital role for the company’s success. Distribution
channels are link between the company and consumers

INDIA’S LARGEST CEMENT COMPANIES POST ACUISTION .

COMPANY CEMENT CAPACITY CEMENT% OF SALES
LARSEN & TOURBO 12.0 20
ACC 11.3 93
GRASIM 9.7 28
INDIAN CEMENT 6.6 92
GUJARATH AMBUJA 6.5 100

CEMENT PRODUCTION WORLD WIDE

COUNTRY 1981 1983 1986 1989 1990 WORLD
RANKING
CHINA 83 108 166 204 210 1
JAPAN 88 85 73 82 87 2
USA 65 64 71 70 72 3
INDIA 21 25 36 45 48 4
ITALY 43 40 36 34 41 5
GERMANY 30 28 24 27 40 6

To day in India cement industry is producing 58.3 million tones per annuam
indicating surplus conditions while its demand is 56.7 million ton per annum Now the
cement market has become buyer market which was a selling market till 1970’s and
so that quality and brand taken and upper edge for cement marketing.

To day the installed capacity at India cement industry is 771 lakh tones. But in
India 16 major plants are producing 583 lakh tons while all India cement demand is
569 lakh tones leaving the balance exports.

PROFILE OF KESORAM CEMENT INDUSTRIES Ltd.

25
ABOUT THE INDUSTRY:

The chapter examines a profile of Kesoram Cement Industries Ltd.

i.e., its history, location, organization structure etc…,
LOCATION:
Kesoram Cement Industry is one of the leading manufactures of
cement in India. It is day process cement plant. The plant capacity is 8.26 lack
tones per annum. It is located at Basanthnagar in Karimnagar district of
Andhra Pradesh Basanthnagar is 8 Km’s away form the Ramagundam
Railway station linking madras to new Delhi. The Chairman of the Company
is Sri. B.K. Birla.

HISTORY:
The fist unit at Basanthnagar with capacity of 205 lakh tones per
Annum incorporating suspension preheated system was commissioned during
the year 1969. The Second unit was setup in 1971 with a capacity of 2.1 tones
per annum and the third unit with a capacity of 2.5 lakh tons per annum went
on stream in the 2009. the coal from this company is being supplied from
Singareni Collieries and the power is obtained form APFENCO. The power
demand for the factory is out 21 Mw. Kesoram has got 2DG sets of 4 Mega
watts. Each installed in the year 1987.
Kesoram Cement has set up a 15 Kw capacity power plant to facilitate
for uninterrupted power supply for manufacturing of cement stars at 24th
August 2006 per hour 12 MW, actual power is 15 MW.

Birla Supreme is popular brand of Kesoram Cement form its

prestigious plant of Basanthnagar in Andhra Pradesh has outstanding tack
record in performance and productivity several the nation for the last two and
half deceases. It has proved its distinction by bagging several national awards.
It also has the distinction of achieving optimum capacity unitization.
Kesoram offers a choice if top qualify portioned cement for light,
heavy construction and allied applications. Quality is built every fact of the
operations.

26
 The plant layout is rational to being with. The limestone is rich in
calcium carbonate a key factor that influences the quality of final product. The
day process technology used in the latest computerized monitoring overseas
the manufacturing process. Samples are sent regularly t the bureau of Indian
standards, National council of constructional building material for certification
of derived quality norms.

The company has vigorously undertaking difference promotional

measures for promoting their product through different media which includes
the use of newspapers, magazines, hording etc…,

Company is contributing about Rs. 12.00 Cores per annum to the state
exchequer in the form of commercial tax, royalty, land revenue etc.,

So also an amount of Rs. 25.00 cores per annum is paid to Govt. of India
towards central Excise duty.

 SUPREME PERFORMANCE:

One of the largest cement plants in Andhra Pradesh. The Plant

incorporates that latest technology in cement making.

It is professionally mange and well established cement manufacturing

company enjoying the confidence of the consumers. Kesoram has outstanding
track record in performance and productivity with quite a few national and
state awards to it credit.

AWARDS:
Kesoram cement bagged prestigious award including nation award for
productivity technology, conservation and several state awards.

27
 For the year 1984 Kesoram bagged “Best family planning effort in the
state” of the federating of A.D. chambers of commerce and industry 1986-
1987. It also begged the national award for the year 1989-1990 for the best
performance among all cement plants in India. This award installed by
national council for cement and building material (NCBM) in association with
the department of power ministry of energy, Government of India.

Kesoram bagged u prestigious Andhra Pradesh state productivity

award in 1987-1989 also annexed the state award for industrial management in
1988-1989 also.

“Best industrial promotion expansion effort in state and “vozammay rentals”

was bagged for its contribution towards the social responsibility of rural and
community development program, for the year 1991 bagged may day award of
the Government of Andhra Pradesh for best Management” and Pt. Jawaharlal
Nehru “Silver Rolling trophy” for the industrial productivity effort in the state
of Andhra Pradesh by FAPPCI also the Indra Gandhi memorial national award
for excellence in Industry Management award of Government of Andhra
Pradesh for the year 1993 during the last 3 years the Government of Andhra
Pradesh has given the following awards “Best management” award for the
year 1993. “Best Industrial retain” award conservation award for 1995, to keep
the ecological balance they have been nominate by Government of India. For
“VRIKSHAMITRA AWARD” best effort of an industrial unit in state of rural
department 1994-1995, presented by Chief Minister in March, 1996 “Best
family welfare” award for 1996-1997.

28
S. No. Year Details
1) 1976 FAPCCI award for best family planning efforts in
the state.
2) 1978 FAPCCI award for best industrial
promotion/expansion efforts in the state.
3) 1984 Best family planning efforts in the State.

4) 1985 National Productivity award.

5) 1985-86 National award for mines safety.

6) 1986 National Productivity award.

7) 1986-87 National award for mine safety.

8) 1987-88 Andhra Pradesh state productivity award.

9) 1988-89 Best family planning efforts in the State.

10 1988-89 Andhra Pradesh state award for best industrial

relations.
)

11 1989 Andhra Pradesh Yaajamanya rathna and best

Management award.
)

12 1989-1990 FAPCCI award for best family planning efforts in

the State.
)

13 1989-1990 NCBM’s National award for energy performance.

)

14 1991-92 Indira Gandhi Memorial National award for

excellence in industry.
)

15 1991 FAPCCI award Jawaharlal Nehru silver rolling

trophy for best industrial productivity in the
)
State.

29
16 1993 Mines safety award in Andhra Pradesh.
)

17 1993 Best management award by Andhra Pradesh.

)

18 1994 Commendation Price for best Industrial relations

by Andhra Pradesh productivity council.
)

19 1994 Andhra Pradesh State KARMIKARATNA award

in consolation Category.
)

20 1994 Mines safety award in Andhra Pradesh.

)

21 1995 Commendation prize for best industrial relations

by Andhra Pradesh Productivity council
)

22 1995 Award for mines safety in Andhra Pradesh.

)

23 1994-95 FAPCCI award for best rural development efforts

1998-1999 of Industrial unit in the State.
)

24 1995-96 Best workers welfare including family planning

by FAPCCI
)

25 1995-96 SRI. SETA RAM RUNGTA Memorial Social

) Awareness awarded by FIMI

26 1996 Commendation prize for best industrial relation

by Andhra Pradesh productivity council.
)

27 1996 Andhra Pradesh state award environment &

mineral Conservation
)

28 1997 Mines environmental & Mineral conservation

award in Andhra Pradesh state.

30
29 1998 The “BALATONDON” Gold medal award has
been bagged by Basanthnagar lime stone mines
)
for environmental protection from the mining
engineers India New Delhi.
30 1997-98 The “Best Pay roll Saving group award among
1989-199 private sectors.
)

31 1999 Mines environment and pollution Control.

)

32 1999 Mines environment and Pollution Control

permanent shield.
)

33 1999 Injury rate performance received form the Dy.

Director of General of Mines and Safety.
)

34 1999-2000 Award for environment production in region by

) 2000-2001 the GPPPG.

35 2001 Company has got ISO-14001 Certification

pertaining to environment form bureau of Indian
)
Standards.

36 July-2001 VANAMITHRA Award form the District

) Collector

37 2002 Company has got OHSAS-18001 (Occupational

health & Safety)
)

38 2003 Three first prizes in horticulture show (FOR

SAPOTA, BANANA, AND CARRABOLLA
)
FRUITS) held at Karimnagar organized by Asst.
Director of Horticulture in connection with
Shathavahana Kalostavaalu.
39 2003 GPPPG: GODAVARI PRADUSHANA
PARYAVARNA PARIRAKSHANAA
)
GOAVAKSHAMU, GODAVARIKHANI.

40 2004 Best awards for protecting the environment

presented by GODAVARI PRADUSHANA
)
PARYAVARNA PARIRAKSHANAA
GOAVAKSHAMU, GODAVARIKHANI

31
 41 2003-04 MISRILALL Jain environmental award by
federation of Indian Mineral Industry. FIMI-
)
Federation of India Mineral Industry presented
by Dasari Narayana Rao Union Minister of State
of Coal Mines.
42 2005 Award for the best efforts GODAVARI
PRADUSHANA PARYAVARNA
)
PARIRAKSHANAA GOAVAKSHAMU,
GODAVARIKHANI. On the occasion of Earth
Day Celebrations.
43 2005 Best award for protecting the environment
presented by GODAVARI PRADUSHANA
)
PARYAVARNA PARIRAKSHANAA
GOAVAKSHAMU, GODAVARIKHANI
(GPPPG) On the occasion of HIROSHIMA DAY
“Godavarikhani.
44 2006 OUT STANDING ACHIEVEMENT award by all
Indian manufactures organization Andhra
)
Pradesh State.

45 2006-07 Excellence in rural Development by the

FAPPCCI, Hyderabad.
)

46 2007 EXCELLENCE IN CORPORATE SOCIAL

RESPONSIBILITY by the FAPPCCI in
)
Hyderabad.

47 2008-2009 EXELLENCE IN WORKER’S WELFARE By

The FAPCCI in Hyderabad.
)

ORGANIZATION CHART
Organization chart indicates at a glance the structure of organization of
the department heads up to managers. Further the organization chart helps in
identifying the channel of communication. The organization chart of Kesoram
cement is enclosed.

WELFARE FACILITIES AT KESORAM:

RECREATION CLUB: two auditoriums are provided for the
employees to play the indoor games like shuttle, chess and for organization
cultural functions.

32
LIBRARIES AND READING ROOMS:
A bout 6,000 books are available in the library. All kind of newspapers
and magazines are made available in reading rooms for the family reading of
the employees and their families.

CANTEEN:
Is provided to cater to need of the employers for supply of snacks, tea,
coffee and meals, they are provided with normal charges.

SCHOOL:
English Medium School, Telugu Medium Schools and Oriya medium
Schools are provided to meet the education of the requirement of the
employee’s children with nominal charges.

DISPENSARY:
The company has provided a dispensary with qualified medical officer
and Para medical staffs for the benefit of employees are covered under ESL
scheme to avail the medical facilities form the ESI Hospitals.
HOUSE JOURNAL:
A House journal in the name of “BASANTHNAGAR SAMACHAR”
is brought out quarterly where in all important activates of the plant are
published.

SPORTS & GAMES:

Competition in sports and Games are conducted every year August 15th
Independence Day and January 26 Republic day among the employees.

PROMOTIONS POLICIES & PROCEDURE:

Promotion is generally meant the assignment of a position of higher
responsibility to and individual. This would encourage the existing employees
providing them with motivation and at the same time opening a source of
recruitment at the lower end of the hierarchy for out spiders and employees
who are working Kesoram cement has been following policies of filling up

33
 the vacancies of lower position by promoting the existing employe3es. The
company has 4 categories of employees.
1. Bad lies
2. permanent work men
3. supervisory staff
4. Managerial Staff.

PROMOTION POLICY:
The promotions of the staff and officers are based on merit and objective
evaluation of the individuals for this purpose. The following criteria are taken as a
basis.
a. The qualitative requirement for the concerned position.
b. The number of years of experience in the present grade.
c. Performance of the individual in the present position and grade.
d. The Potential of the individual for the higher position.
e. Seniority among the existing employees.

PROCEDURE:
• Head of the department shall send his recommendations regarding
promotion of individual.
• The personnel department shall scrutinize the recommendations based
on the above policy and put up to the Sr. President for approval.
• The movement of and employee not involving promotion or demotion
is described as transfer. A transfer normally does not involve a material
change in responsibility of compensation.
• Clause 17 of the Kesoram cement standing orders clearly state that
“the company shall have the right of transfer an employee from one
department to another department or from one department at

34
 Basanthnagar to Hyderabad office or to any sister concern under this
management.
• In the appropriate order a clause is inserted which states that “your
services can be transferred to any other department or to any other
sister concern of the company time”.
• The developmental activities relate not only to the new recruit but also
existing requires further development of certain skills and abilities.

CHAPTER-III
A THEORETICAL
FRAME WORK
35
 Stress has been called “the invisible”. A disease may affect you. Your
organization and any of the people in it, so you cannot afford to ignore it.

Evaluation of stress:
The Garden of Eden began as a tranquil stress environment. However, when
Adam was given the tantalizing chance to at the forbidden fruit, he was trust into
humankind’s first stressful situation. Adam was offered a choice and, as we know,
decision-making is the breeding ground for conflict, frustration and distress.

Definition:
Stress in individual is defined as any interference that disturbs a person’s
health, mental and physical well being. It occurs when the body I required to perform
beyond its normal range of capability.

Stress is the way that you react physically, mentally and emotionally to
various conditions, changes and demands your life. High levels of stress can affect
your physical and mental well being and performance.

The results of stress are harmful to individual, families, society and

organizations, which can suffer from “Organization stress” Ivancevich and Mattes ion
define stress as individual with the environment.

Behar and Newman define job stress as “a condition arising from the
interaction of people and their jobs and characterized by changes within people that
force them to deviate from their normal functioning”.

36
 Stress is a dynamic condition, which an individual is confronted with an
opportunity, constraint or demand related to what he or win or lose and lowest for
those individual who think that winning losing is certainty she desires and for which
the outcome is perceive ad to be both uncertain and important. Stress is associated
with constraints and demands. The former prevent you from doing what you desire
the latter refers to the loss of something desired. Stress is highest for those individuals
who perceive that they are uncertain as to whether they will win or lose and lowest for
those individuals who think that winning or losing is certainty.

Canadian physician Hans Selye (1907-1982) in his book the stress of life 1956
popularized the idea of stress. According to selye, the general adaptation syndrome
consists three phases.

Ce level begins to decline irreversibly. The organism collapses.

Pestonjee has attempted / identified three important sectors of life which stress
originates. These are

• Job and the organization

• The social sector
• Intrapsychic sector

Job and organization, refers to the totally of the work environment (task,
atmosphere, colleagues, compensation, policies, etc.) The social sector refers to the
other such factor. The intrapshychic sector encompasses those things. Which are
intimate, and persona, like temperament. Values, abilities and health. It is contended
that stress can originate in any of these sector or in combination thereof.

37
In the finger below it can be seen that magnitude of stress emanating from the stress
to learner limit of the individual to handle to these stress. This indicates a balances
state,
&
G

H
U
Y

N
R

B
C

C
C

R
L

T
SI

S
J

INDIVIDUAL EQUIPPED WITH S.T.L

ORGANIZATION -0 INDIVIDUAL NORMAL IN INTERACTION

PATTERN
S.T.L - STRESS TOLERANCE LEVEL

38
 In the figure, we find that job and organization loads have increased and have
made a dent in the personality. In this stage, we find minor surface changes taking
place, which are quite manageable.

I
N
J
S T
O
O R
B
C A
&
I S
O
A Y
R
L U
G
C
H

INDIVIDUAL EQUIPPED WITH S.T.L

MINOR SURFACE CHANGES

Adaptation attempt

a) Extra effort
b) Excessive concern of task
c) Worries
d) Anxiety

In the stage three and the figure below, we find that job and
organization loads have become unmanageable and interact with intrasycuchic loads.
This is the sage at which he negative consequences of the stress become apparent.
Most of the stress related diseases emerge at this point. When the situation persists,
we move into the next stage in which we state operating beyond the “stress tolerance
limit”.

39
 STRESSORS & LOADERS

I
J N
O S T
B O R
& C A
O I S
R A Y
G L U
C
H

INDIVIDUAL EQUIPPED WITH S.T.L

MAJOR SURFACE DISFIGURATION

Frantic copying

1. Extra ordinary effort

2. Worry and anxiety about the self
3. Onset of physiological symptoms
4. Aggressive tendencies

Several types of breakdown and cracks are observable in this stage i.e., fourth
stage. If unchecked, the situation may culminate into the last and most intense phase
wherein complete disintegration of personality takes place. At this stage, the
individual requires proper psychological and medical care. The figure below depicts
the fourth and fifth stage.

40
 STRESS OR LOADS

I
N
T
J S R
O O A
B C S
& I Y
O A U
R L C
G H
I
C
A

VT

L
NL
N
D
I

BREAKDOWNS AND CRACKS: FAILURE IN COPING

A. Work related symptoms
Lack of concentration’
Affected clarity thinking & decision – making
Frequent absenteeism
Affected teamwork
Aggressive behavior
B. Physiological symptoms
Headache / migraine
Insomnia
Lack of appetite
Digestive disorders
Sexual disorders
Temperamental changes.

41
 Pestonjee has developed a mode to explain how we cope with stress reaction.
It is called the BOUNCE model because the behavioral decomposition taking place
due to stress tense to get reflected in interpersonal reactions. The reactions are
received and analyzed by the environment, which in turn, bounce back signals to the
individuals to bring about a change either at the orgasmic level or at the response
level.

THE BOUNCE MODEL E

N
V
STRESSORS I
R
O
INTRAPSYCHIC ORGANISM RESPONSE N
M
E
EXTERNAL (PHYSICAL) N
T

EXTERNAL (SOCIL)

BORNOUT STRESS SYNDROME (BOSS):-

Boss can lead to at least four types of stress related consequences such
as, depletion of energy reverse, lowered resistance to illness, increased dissatisfaction
and pessimism and increased absenteeism and inefficiency at work.

Veningle and spradley have identified five distinct stages of BOSS.

HONEYMOON STAGE:-
This stage can be described as accounting for the euphoric feeling of
encounter with the new job such as excitement, enthusiasm, challenge and pride,
Dysfunctional features emerge in two ways first: the energy reverses are gradually
depleted in cooing with the demands of a challenging environment. Second, habits
and strategies for coping with the stress are formed in this stage, which is often not
useful in coping with later challengers.

42
FUEL SHORTAGE STAGE:-
This stage can be identified as composed of the value feelings of loss.
Fatigue and confusion arising from the individual’s overdraws on reverses of
adaptation energy. Other symptoms are dissatisfaction, inefficiency, and fatigue and
sleep disturbances leading to escape activate such as increased eating, drinking &
smoking.

CRSIS STAGE:-
When these feelings and physiological symptoms persist over period, the
individual enters the sage of crises. At this stage, he develops “escape mentally” and
feels oppressed. Heightened pessimism, self-doubling tendencies, peptic ulcers,
tension headaches, chronic backaches, blood pressure.

HITTING THE WALL STAGE:-

This stage of BOSS is characterized by total exhaustion of one’s
adaptation energy, which may mark the end of one’s professional career while
recovery form these stages elude may be resourceful to tide over the crises.

TYPES OF STRESS:-
• It is the stress for the day-to-day adaptability of man to his environment and
results in the maintenance of internal steady state (homeostasis) it is known as
neuters. For example, one produces neuters in order to breath, work.
• Stress is through of in negative terms. It is thought to be caused by something
bad (for example, the boss gives a formal reprimand for poor performance). It
the stress response is unfavorable and potentially disease producing, this is
known as distress. Constant worry in a susceptible individual can lead to
ulcers.

If the stress response is favorable and results is favorable and results in improvement
in physical and / or mental functioning, it is called estruses. This is the positive,
pleasant side of stress caused by good things. For examples, an employee is offered a
job promotion at another I.

43
 CAUSES OF STRESS

Society the working world and daily life have changer almost beyond
recognition in the past 50 years. These changes have contributed to major increase in
stress.

Stress is caused from both outside & inside the organization & from
groups that employees are influenced by & from employees themselves.

Extra organizational stressors

Organizational stressors
Group stressors JOB
Individual stressors
Stress

STRESSORS:
The agents or demands that evoke the potential response are referred to
as stressors. According to syele a stressors is “whatever produces stress without
functioning hormonal or nervous systems”.

EXTRA ORGANISATIONAL STRESSORS:

Extra organizational stressors have a tremendous impact on lop stress.
Taking an open system perspective of an organization, it is clear that job stress is not
just limited to things that happen inside the organization, during working hours. Extra
organizational stressors include things such as social / technological change, the
family, relocation, economic & financial conditions, race & class, residential or
community conditions.

44
ORGANIZATIONAL STRESSORS:
Beside the potential stressor that occurs outside the organization, there
are also those associated with the organization itself. Although the organization is
made up of groups & individuals, there are also more macro-level dimensions unique
to the organization that contains potential stressor.

MACRO – LEVEL ORGANISATION STRESSORS:

POLICIES

• Unfair, arbitrary performances reviews

• Rotating works shifts
• Unrealistic job descriptions

STRUCTURES
• Centralization, Lack of participation in decision making
• Little opportunity for advancement
• A great amount of formalization
• Interdependence of departments
JOB
• Line – Staff conflicts
STRESS

PHYSICAL CONDITIONS
• Crowding & lack of privacy
• Air pollution
• Safety hazards
• Inadequate lighting
• Excessive, heart or cold

PROCESS
• Poor communication
• Poor / inadequate feedback about performance
• Inadequate / ambiguous measurement of performance
• Unfair control systems

45
• Inadequate information

46
GROUP STRESSORS:
The group can also be a potential source of stress. Group stressor can be
categorized into tree 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. If 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 goals or motivational needs / values, between individuals within a group, &
between groups.

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, self-efficacy & psychological hardiness may all affect the level of
stress someone experiences.

47
 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 persons has different
ways of coping. Recognizing these personality type 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 consequences
• 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 into
behavioral, psychological and medical.
• Behavioral consequences of stress are responses that may harm the person
under stress or others. Behaviorally related stress symptoms include changes
in eating habits, increased smoking or consumption of alcohol, paid speech
and sleep disorders.
• Psychological consequences of stress replace to an individual mental health
and well-being from or feeling depressed. Job related stress could caused
dissatisfaction, infect it has most psychological effect on the individual and
lead to tension, anxiety irritability and boredom.
• Medical consequences of stress affect a person’s well being. According to
research conducted, it reveled that stress could create changes in metabolism,
increase heart and breathing rates, increases blood pressure bring out
headaches and induce heart attacks.

48
ORGANIZATIONAL CONSEQUENCES:
Organizational consequences of stress have direct affect on the
organizations. These include decline in performance, withdrawal and negative
changes in attitude.
• Decline in performance can translate into poor quality work or a drop in
productivity. Promotions and other organizational benefits get affected due to
this.
• Withdrawal behavior also can result from stress. Significant from of
withdrawal behavior is absenteeism.
• One main affect of employee stress is directly related to attitudes. Job
satisfaction, morale and organizational commitment can all suffer, along with
motivation to perform at higher levels.

BURNOUT:
A final consequence of stress has implementation for both people and
organizations. Burnout is a general feeling of exhaustion that develops when an
individual simultaneously experiences too much pressure and few sources of
satisfaction.

49
 MANAGING STRESS IN THE WORK PLACE

Every responds to stress in a different way, it is only by understanding

the nature of individual responses that you can start fighting stress yourself and
others.

Reduction or elimination of stress is necessary for psychological and

physically well being of an individual. Efficiency in stress management enables the
individual to deal or cope with stressful situations instead of avoidance. Strategies like
tie management, body – mind and mind body relaxation exercise, seeking social
support help individual improve their physical and mental resources to deal with
stress successfully.

Apart from helping employees adopt certain coping strategies to deal

with stress providing them with the service of counselor is also useful.

Many strategies have been developed to help manage stress in the work
place. Some are strategies for individuals and other is geared toward organizations.

50
INDIVIDUAL COPING STRATEGIES:
Many strategies for helping individuals manage stress have been
proposed.

THE INDIVIDUAL COPYING REDUCED STRESS

STRATEGIES

EXERCISE RELAXATION
TIME MANAGEMENT
ROLE MANAGEMENT
SUPPORT GROUP /
NETWORKING
BEHAVIORAL SELF –
CONTROL COGNITIVE
THERAPY COUNSELING

Individual coping strategies are used when an employee under stress

exhibits undesirable behavior on the jobs such as performance, strained relationship
with co-workers, absenteeism alcoholism and the like. Employees under stress require
help in overcoming its negative effects.

THE STRATEGIES USED AS:

EXERCIESE:-
One method by which individual can manage their stress is through
exercise. People who exercise regularly are known to less likely to have heart attacks
than inactive people are Research also has suggested that people who exercise
regularly feel less tension and stress are more conflict and slow grater optimism.

RELAXATION:
A related method individual can manage stress is relaxation. Copying
with stress require adaptation. Proper relaxation is an effective way to adopt.
Relaxation can take many forms. One way to relax is to take regular Vacations;
People can also relax while on the job (i.e., take regular breaks during their normal

51
workday). A popular way of resting is to sit quietly with closed eyes for ten minutes
every afternoon.

TIME MANAGEMENT:
Time management is an often – recommended method for managing
stress, the ideas is that many daily pressures can be eased or eliminated if a person
does a better job of managing time. One popular approach to time management is to
make a list, every morning or the thing to be done that day. Then you group the items
on the list into three categories critical activities that must be performed, important
activities that should be performed and optimal or trivial thing that can be delegated
or postpone, then of more of more of the important things done very day.

ROLE MANAGEMENT:
Somewhat related to time management in which the individual actively
work to avoid overload, ambiguity and conflict.

SUPPORT GROUPS:-
This method of managing stress is to develop and maintain support
group. A support group is simply a group of family member or friends with whom a
person can spend time. Supportive family and friends can help people deal with
normal stress on an ongoing basis. Support groups can be particularly useful during
times of crisis.

52
BEHAVIORAL SELF-CONTROL:
In ultimate analysis, effective management if stress presupposes of self-
control on the part of an employee. By consciously analyzing the cause and
consequences of their own behavior, the employee can achieve self-control. They can
further develop awareness of their own limits of tolerance and learn to anticipate their
own responses to various stressful situations. The strategy involves increasing an
individual’s control over the situation rather than being solely controlled by them.

COGNITIVE THERAPY:-
The cognitive therapy techniques such as Elli’s rational emotive model
and Meichenbaum’s cognitive strategy fir modification have been used as an
individual strategy for reducing job stress.

COUSELING:-
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 inter-relationship among
problems in adjustment with self, other and environment and that a work concerned
will affect 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.

ORGANISATIONAL 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.

53
 EMPLOYEES
ORGANISATIONAL STRATEGGIRS FOR STRESS STRESS
REDUCTION REDUCTION

INSTITUTIOAL COLLATERAL
PROGRAMS PROGRAMS

Work Design
Work Schedule Stress management programs
Culture Health promotion programs
Supervision Other Programs

INSTITUTIONAL PROGRAMS:-

Institutional programs for managing stress are undertaken to established

organizational mechanism for example, a properly designed job and work schedules
can help ease stress. Shift work in particular can constantly have to adjust their sleep
and relaxation patterns. Thus, the design of work schedules should be focused of
organizational efforts to reduce stress.
The organization’s culture can also used to help to manage stress. The
organization should strive to foster a culture that reinforces a healthy mix of work and
nonworking activities.
Finally, supervision can play an important institutional role in overload
in managing stress. A supervisor is a potential manager source of overload. If made
aware of their potential for assigning stressful amounts of work, supervisors can do a
better job keeping workloads reasonable.

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.

ROLES OF STRESS IN ORGANISATIONS

54
 Stress is a dynamic condition in which an individual is confronted with
an opportunity, constraint or demand related to what he or she desired and for which
the outcome is perceived to be both uncertain and important. The term stress has
many definitions, (Lazarus & Folk man, 1984) defines stress as an internal state
which can be caused by physical demands on the body or by environmental and social
situations which are evaluated as potentially harmful, uncontrollable, or exceeding our
resources for coping. The physical, environmental and social causes of the stress state
are termed stressors.
While stress at work will remain a major challenge to occupational
health, our ability to understand and manage that challenge is improving. The future
looks bright. Work stress is recognized worldwide as a major challenge to worker’s
health and the healthiness of their organizations. Workers who are stressed are also
more likely to be unhealthy, poorly motivated, less productive and less safe at work.
Their organizations are less likely to be successful in a competitive and less safe at
work. Their organizations are less likely to be successful in a competitive market.
Stress can be brought about by pressure at home and work. Employers
cannot usually protect workers from stress arising outside of work, but they can
protect them from stress that arises through work. Stress at work can be a real
problem to the organizations as well as for its workers. Good management and good
work organizations are the best forms of stress prevention. If employees are already
stressed, their managers should be aware of it an know how to help.
Selye (1956) define stress as a nonspecific response of the body to any
sort of demand made on it. Seyle defines this “demand", which could include a
stimulus or an event, as a stressor and notes that a wide variety of stimuli is capable of
producing the same internal stress response. Stressors are external and can come in
several different forms, ranging from extreme temperature to a physical assault.
According to Seyle, once the individual has been exposed to the stressor, a
physiological stress response will occur. This response can be observed through
several different measures, including elevated heart rate, dilated pupils, increased
blood pressure and galvanic skin response (GSR) (which measures the electrical
conductivity of the skin that changes

THE ENERGY DRAINING TRAID

55
 GUILT

STRESS
ANGER FEAR

(He stress consultancy, 1999, P.S1.b page 63)

However, Mandler (1993) argues that a definition focusing on the

physiological aspects of stress is too narrow. He suggest that “stress” refers most
appropriately to other convergence of the physiological effects of stressors. He
maintains that only when stressors and their physiological responses affect behavior,
thought, or action do they become relevant to the stress concept. Like Selye, he notes
that all types of stressors, ranging from extreme temperature to the death of a friend,
affect the nervous system in the same way but many differ in their psychological or
emotional effects. For the purpose of this report, we consider Mandler’s psychological
results of stress as apart of the performance effects of stress and use the terms stress to
refer only to the physiological response.
Figure 1.1 represents the stressor – stress relationship

THE STRESSOR – STRESS RELATIONSHIP

STRESSOR STRESS

An external demand or event An response in the

external event
Extreme temperature Increased blood pressure

Extreme lighting Elevated heart rate

Lack of sleep Dilated pupils

Although stress is a physiological response to external stimuli the stress response can
also affect individuals in many important dimensions beyond simple physiological
reactions. For example, individual and group performance, decision making process
and perception are all affected by stressors. Adding this performance dimension to the
framework, the entire relationship can be represented as shown in Figure 1.2. Because

56
operational deployments inherently have many stressors that may affect military
personnel and their functioning, understanding each part of this frame work is
seesntial to improve the effectiveness of soldiers during deployment. In general, stress
is considered to have an inverted U-shaped relationship with performance that is,
performance may improve under moderate levels of stress but decline under high or
constant stress.
Figure 1.2 Stresses Can Affect Performance

THE STRESSOR – STRESS RELATIONSHIP

STRESSOR STRESS PERFORMANCE

An external demand An response in the external Response

or event event affects
Performance
Behaviors

Perceptual narrowing reduced cognitive

Processing Use of hierarchies
Longer task completion time

Although few, if any, individuals are likely to be immune to the effects of

stress on performance, there are intervening variables, known as moderators that can
reduce the performance decrement caused by stress. A moderator variable is one that
affects the relationship between the independent and dependent variables, decreasing
the casual relationship between the two. Although moderators usually reduce the
effect of stress on performance, there are moderators that can have the opposite effect
and actually increase the performance effects of stress. Moderators come in a variety
of forms, ranging from personality type of specifically targeted forms of training and
are discussed in more detail in chapter 4. figure 1.3, shows the two points at which the
moderators may affect the relationship between stress and performance one moderator
point occurs between stressor and stress response and the other between stress
response and performance.

Figure 1.3 Moderators in Stressor – Stress – Performance Relationship

57
 MODERATORS IN STRESSOR – STRESS – PERFORMANCE
RELATIONSHIP

STRESSOR STRESS PERFORMANCE

An external demand or event An response in the external event Response

affects performance

Moderator 1 (Type 1) Moderator 2

(Type 2)
Factors that affect the individual’s Factors that affects the
effect of stress on
Response to the stressor performance
Training Personality or risk type Training Uncertainty Self-
efficiency
Perceptual outlook Anticipation

Some moderators may function as both type 1 and type 2 moderators, depending on
the context for example, as shown in the figure, training can help to reduce the
physiological stress response to an external stressor and prevent performance
degradation in the face of stress. For cases in be the most common manifestation of
the moderator.
STRESSORS:

Almost any change in the environment even a pleasant change, such as a

vacation demands some coping; and a little stress is useful in helping us to adapt. But

beyond some point “stress” become “distress”. What acts to produce distress varies

greatly from person to person, but some events seem to be stressors for many of us.

Chief among these are injuries or infections of the body; annoying or dangerous

events in our environments; major changes or transitions, in life, which force us to

cope in new ways and anticipated or actual threats to our self-esteem.

STRESS CYCLE:
Stress has a number of immediate effects and if the stressors are maintained,

long-term behavioral, physiological, emotional and cognitive (thinking) effect occur.

Distress Cycle

58
 Change stressors Disease stressors Phobic stressors
Chemical stressors Emotional stressors Physical stressors
Commuting stressor Environmental stressors Social stressors
Decision stressors Family stressors Work stressors
Painstressors
Where stress comes
from

Stress overloading

Physiological Emotional Cognitive (

Behavioral
(heightened ( Heightened increased
(Over eating and
muscle tension, anxiety distractibility,
Excessive
elevated blood depression and decreased
alcohol
pressure and rapid anger) concentration)
consumption)
heartbeats)

Behavioral Medical
Emotional disorder Cognitive disorder
disorder disorders
(chronic anxiety and (memory
(Obesity and (headaches,
depression, phobias problems,
alcoholism) hyper tension
personality changes obsessive thoughts
and heart
and mental illness) and sleep disorder)
disease)

Decreased Productivity
Decreased Enjoyment
Decreased intimacy

Overall cost

59
 Wellness Cycle

Change stressors Disease stressors Phobic stressors

Where stress Chemical stressors Emotional stressors Physical stressors
Comes form Commuting stressor Environmental stressors Social stressors
Decision stressors Family stressors Work stressors
pain stressors

Health promoting life style responses

Adaptive Adaptive physical Adoptive cognitive &

Behavioral responses emotional response
Techniques responses (nutrition, exercise (stress inculcation,
& Skills (assertiveness, & relaxation) cognitive
time management) restructuring)

Increased self Improved Improved

confidence & physical health & mental health &
Overall effects self respect resistance to resistance to
disease future stressors

Increased productivity
Increased enjoyment
Increased intimacy
Overall effects

WELLNESS CYCLE

What stressors do the body? Hans Selye (1956, 1976) termed the body’s

response to stressors the general adaptation syndrome. The general adaptation

syndrome consisting of three stages as shown in figure 1. They are 1) The alaram

reaction stage, 2) The stage of resistance and 3) The stage of exhaustion.

60
 General arousal system

Normal level

Of resistance

Alarm Resistance Exhaustion

THE ALARAM REACTION:

The alaram reaction is essentially the emergency response of the body. In this

stage response of the body, many of them mediated by the sympathetic nervous

system prepare us to cope with the stressor.

THE STAGE OF RESISTANCE:

If the stressor continuous to be present, at the stage of resistance begins,
wherein the body resists the effects of the continuous stressor.

THE STAGE OF EXHAUSTION:

The final stage of the general adaptation syndrome is the stage of exhaustion.
In this stage, they body’s capacity to respond to both continuous and new stressors
has been seriously compromised. In this situation, a person may no longer be able to
ward off infection and may become sick and perhaps die. Alternatively, because of
other stressor-induced hormonal effects, stomach ulcers, diabetes, skin disorders,
asthama, high blood pressure, increased susceptibility to cancer (Bammer &

61
Newberry, 1983) or a host of other diseased may occur at this stage or late in the stage
of resistance (Selye, 1976, Allen, 1983).

STESS AND PERFORMANCE: POSSIBLE RELATIONSHIP

FRMAEWORKS

Although much of the research on the relationship between stress and

functioning focuses on the negative performance effects of stress, not all stress is bad.
In fact, Selye (1956) emphasizes that stress is a necessary apart of life and that it does
not always involve negative consequences for the organism involved. In fact, at
certain moderate levels, stress can actually improve individual performance. There is
a substantial research supporting the concept of “good stress”. Yerkes and Dodson
(1908) were the first to “stumble” upon the inverted – U relationship between stress
and performance. Their work focused on the effects of stress on the learning response
of rats. Using three trials with low, moderate and high levels of stimulus, the authors
find a weak but curvilinear relationship, with performance on the task improving as
the stressor stimulus reached a moderate level and decreasing as stimulus strength
increased beyond this point.

Research since Yerkes and Dodson has supported the inverted – U relationship
between stress and performance. Scott (1966) finds that individual performances
increases with stress and resulting arousal to an optimal point and then decreases as
stress and stimulation increase beyond this optimum. Further more, Srivastava and
Krishna (1991) find evidence that an inverted – U relationship does exist for job
performance in the industrial context. Seyle (1975) and McGrath (1976) also suggest
an inverted – U hypothesis, assuming that external stressors produce a stress response
that is similar physiologically to arousal. Sanders (1983) and Gaillard and Steyvers
(1989) find that performance is optimal when arousal is at moderate levels. When
arousal is either too high or too low, performance declines.

Although several authors posit a negative linear relationship between stress

and performance, other evidence suggest that this relationship is actually an inverted –
U shape. This hypothesis suggests that individual performance on a given task will be
lower at high and low levels of stress and optimal at moderate levels of stress. At
moderate levels of stress, performance is likely to be improved by the presence of

62
enough stimulation to keep the individual vigilant and alert, but not enough to divert
or absorb his energy and focus. At low levels of stress, in contrast activation and
alertness may be too low to foster effective performance, while at high levels of
stress; arousal is too high to be conducive to task performance.

Many critics of the inverted – U hypothesis argue that the relationship between
stress and performance does not have a U – shape. One alternative model is a negative
linear relationship Jamal (1985) argues that stress at any level reduces task
performance by draining an individual’s energy, concentration and time. Vroom
(1964) offers a similar explanation, suggesting that physiological response caused by
stressors impair performance. Some psychologists even suggest a linear positive
relationship between stress and performance. For example, Merlin (1977) argues that
at low levels of stress, challenge is absent and performance is poor. Optimal
performance in his model comes at the highest level of stress.

There have been some studies in support of this hypothesis, including Arsenault and
Dolan (1983) and (1995). Despite the empirical evidence supporting these alternative
theories, the inverted – U hypothesis is still the most intuitively appealing and the
most used explanation for how stress and performance are related (Muse, Harris and
Field 2003).

Stress and Decision – making, Perception and Cognition:

Stress can affect an individual’s decision – making process and ability to make
effective judgments. For example, Easterbrook (1959) proposes a “cue utilization
model” and argues that when exposed to stressors, individual experience “perceptual
narrowing” meaning that they pay attention to fewere perceptual cues or stimuli that
could contribute to their behavior or decision. Peripheral stimuli are likely to be the
first to be screened out or ignored.

63
 AROUSAL, SRESS AND ANXIETY TRAITS

Trait anxiety Arousal

An acquired deposition that pre disposes a
person to perceive a wide range of objectively
and to these with this proportion state anxiety
levels
A general physiological and psychological
activation of the organism that varies on a
continuum from deep sleep to intense
excitement

State anxiety
Movement to movement changes in feelings of
nervousness worry and apprehension associated
with arousal of the body

Cognitive state anxiety Somatic state anxiety

Movement to movement changes Movement to movement in
in worries and negative thoughts perceived physiological arousal

Decision – making models proposed by Janis and Mann (1977) support this
hypothesis and suggest that under stress, individuals may make decisions based on
incomplete information. Friedman and Mann (1993) suggest that when under
conditions of stress, individuals may fail to consider the full range of alternatives
available, ignore long-term consequences and make decisions based on
oversimplifying assumptions. Further more, the work of Staw; Sandelands and Dutton
(1981) suggests that individuals may suffer from performance rigidity because of their
reduced search behavior and reliance on fewer perceptual cues to make decisions.

Research by Shaham, Singer and Schaeffer (1992) suggests that individual are
more likely to use heuristics (rules of thumb or guidelines based on experience that
are used to help in decision-making) when they are faced with external stressors. They
compare the heuristic use of two groups of people on a survey, one that was asked to

64
first complete an analytical test while being subjected to loud noises and a second that
did not complete the stress exposure test. These authors find that individuals in the
experimental group, who exhibited elevated levels of hostility, anxiety and irritability
after their initial exposure to the stressors, were about 12.5 percent more likely than
the control group to use heuristics while taking the second survey.

However, the authors do not look at whether individuals performed better or

worse on the analytical test when using heuristics. Klein (1996) also finds that when
confronted with external stressors, individuals are more likely to use heuristics and
other simplified decision making strategies. However, rather than reducing the quality
of individual decisions, as suggested by those researchers who argue for perceptual
narrowing, Klein suggests that the use of heuristics may allow individuals to respond
more quickly to external demands and can also help them make effective judgments
under some kinds of stressors or with only partial information.

Stress can also contribute to performance decrements by slowing cognition

and individual information processing. Idzikowski and Baddeley (1983) find that the
time to complete a given task doubled with the introduction of an external stressor.
McLeod (1977) looks specifically at stress in the form of “task overload” (e.g., asking
an individual to perform more than one task under a time constraint) and finds that the
addition of multiple required tasks reduces the quality of individual performance and
increases the magnitude of the performance decrement as compared with the case in
which the individual has only one task to perform.

65
STRESS AND GROUP FUNCTIONING:

THE FIVE ‘A’ STAGES OF TEAM WORK (OAKLANDD 1995)

AWARE Thoughts, ideas, feelings, values, date intuition,

conscious or subconscious.
ACEEPT
Bring to consciousness: Valid? Reliable? Does it
accord with values? Do I trust it? Sensible? True?
ADOPT
Will it benefit me/us?
ADAPT Will I / We gain by adoption?

How can I /We adapt behavior to gain benefit?

ACT What thoughts, feelings, actions will need to
change?

Change thoughts, ideas, feelings, values leading to

change in behavior.

While the affects of stress on individual performance are relevant to military

effectiveness, the effects of stress on group functioning are equally important.
Bowers, Weavers and Morgan (1996) argue that group – level stressors can involve
any influence of the group on the individual that leads to increased tension or
decreased functioning, competition among members or crowding. Group decision –
making processes can be affected by the presence of stressors.

Most importantly, Driskell, Carson and Moskal (1988) find that when
subjected to stressful conditions, individuals are more likely to yield control to their
partners or superiors. As a result, authority tends to become more concentrated and
hierarchy more pronounced. In addition, communication within the group may suffer
as a result of perceptual narrowing. Cannon-Bowers and Salas (1998) hypothesize that
the stimuli lost through perceptual narrowing are those most important to group
communication and effectiveness. As a result, the group – level effects of stress may
be even more significant than those at the individual level. Stress can also lead to
what Janis and Mann (1977) call “groupthink”, in which members of the group may

66
ignore important cues, force all members to conform or adhere to the consensus
opinion and even rationalize poor decisions.

Stress and job satisfaction:

Research also suggests that moderate levels of stress can have positive effects
on job satisfaction and organizational commitment while reducing turnover intent.
These findings seem to be an extension of the inverted U shaped relationship
discussed previously. Under this hypothesis at moderate levels of stress, individual
performance and productivity are likely to be higher and can contribute to higher job
satisfaction and organizational commitment. Zivnuska, Kiewitz and Hochwarter
(2002) find that moderate levels of stress tend to be correlated with higher levels of
job satisfaction than either very high or very low stress levels.

The authors explain this effect by nothing that moderate stress is perceived as
stimulating and challenging, without being unbearable. Empirically, the authors
demonstrate the nonlinear relationship of stress with turnover, intent, value attainment
and job satisfaction by including a tension-squared terms as a predictor variable in
their model. They find that the tension – squared term has a statistically significant
relationship with each of the outcome variables. These findings suggest that turnover
intent increased quadratic ally with job tension, while value attainment and job
satisfaction decrease quadratic ally with tension.

These findings are supported by the work of Milgram, Orenstein and Zafrir
(1989) which looks at the effects of stress on a group of Israeli soldiers. They find that
moderate levels of stress foster increased group cooperation, commitment and morale
all of which can contribute to effective group performance. As stress levels decline
from the optimal level the authors find that individual endorsement of official goals of
the military, military unit morale and loyalty to the unit also decline. Taken together
these studies suggest that although stress often comes along with a negative
connotation in popular language, it does exist in positive and helpful forms that can
contribute to individual and group intensity and achievement. This type of stress is
likely to be particularly important for military personnel in peacekeeping
deployments, where a certain level of stress may help maintain vigilance and reduce
boredom.

67
 THE STRESS RESPONSE

EXTERNAL STRESSORS INTERNAL STRESSORS

Threats Disease
Excitements Discomfort
Challenge Pain

ADVERSITY DEPRESSION
Conflict

FIGHT OF FLIGHT RESPONSE

Pituitary gland Brain stems & cord

ACTH Into blood Neural Impulses

Cortex
Core of adrenal glands

Release of Release of

CORTISOL & ADRENALIN &

CORTISONE NORADRENALIN

Fights inflammation Activates heart muscle

Increases muscle tension Sends glucose to muscle

68
LONG TERM EFFECTS OF STRESS:

However, while exposure to some level of stressor may help individual

performance, the long-term effects of stress on the individual tend to be negative,

according to the majority of research looking at prolonged exposure to stress. One

potential result of an extended exposure to a single or to a multiple stressors is

burnout, defined by Maslach, Schaufeli and Leiter (201) to include exhaustion,

feelings of cynicism and detachment, a sense of ineffectiveness and lack of

accomplishment. Burnout is most often measured on the Maslach Burnout Inventory

(MBI). The authors note that individuals with high MBI scores tend to also exhibit

higher levels of job dissatisfaction and lower workplace effectiveness.

Work by Lee and Ashforth (1990) supports the argument that high and
consistent exposure to stress can lead to burnout. They find that psychological strain
and bnout have a correlation of 0.94 and that physiological strain and burnout have a
correlation of 0.56. Although this does not imply a casual relationship, it does support
the argument that individual stress levels are strongly related to burnout. Long terms
exposure to stressors can also have other negative effects.

Cropanwano, Rapp, AND Bryne (2003) find that long term exposure to high
levels of stressors can lead to emotional exhaustion, which has been shown to degrade
organizational stress can also lead to physical problems, including cardiovascular
disease, muscle pain, stomach and intestinal problems, decreased fertility and reduced
immune system strength. Long-term stress can also lead to feelings of anger, anxiety,
fatigue, depression and sleep problems.

In the extreme, long-term exposure to high levels of stressors or a single

exposure to a very demanding event can lead to post-traumatic stress disorder, a
psychiatric illness that can interfere with life functioning. PTSD has a variety of
symptoms including nightmares, flashbacks, difficulty sleeping and social isolation.
Not all individual who experience extreme stress will develop PTSD, though. Factors
that make individuals more or less susceptible to PTSD include the type of stressor

69
experience, genetics, lack of social support, or the existence of other mental or
physical diseases (Green, 1990, Kahana, Harel and Kahana 1988, Adler, Vaitkus and
Martin 1966). Important from the perspective of this report, combat experience is one
of the types of stressors that can bring on PTSD.

Work stress:
Work related stress is the response people may have when presented with
work demands and pressures that are not matched to their knowledge and abilities
which challenge their ability to cope. Stress occurs in a wide range of work
circumstances but is often made worse when employees feel they have little support
from supervisors and colleague and where they have little control over work or how
they can cope with its demands and pressures.
There is often confusion between pressure or challenge and stress and
sometimes it is used to excuse bad management practices. Pressure at the work place
is unavoidable due to the demands of the contemporary work environment. Pressure
perceived as acceptable by an individual, might even keep workers alert, motivated,
able to work and learn, depending on the available resources and personal
characteristics. However, when that pressure becomes excessive or otherwise
unmanageable it leads to stress. Stress can damage your worker’s health and business
performance.
Stress results from a mismatch between the demands and pressures on the
person on the one hand and their knowledge and abilities. This includes not only
situations where the pressures of work exceed the worker’s ability to cope but also
where the worker’s knowledge and abilities are not sufficiently utilized and that is a
problem for them.
A healthy job is likely to be one where the pressures on employees are
appropriate in relation to their abilities and resources, to the amount of control they
have over their work and to the support, they received from people who matter to
them. As health is not merely the absence of disease or infirmity but a positive state of
complete physical, mental and social well-being (WHO 1986) a healthy working
environment is one in which there is not only an absence of harmful conditions but an
abundance of health promoting ones.

70
 These may include continuous assessment of risks to health, the provision of
appropriate information and training on health issues and the availability of health
promoting organizational support practices and structures. A healthy work
environment is one in which staff have made health and health promotion a priority
and part of their working lives.

COOPER’S MODEL OF THE DYNAMICS OF WORK STRESS

(Cooper & marshal, 1976)

Intrinsic to the job Individual symptoms

• Related blood pressure Coronary
• Depressed mood Heart Mental
• Excessive drinking illness

Relationship at work • Irritability

• Chest pain

INDIVIDUAL
Career development Organizational symptoms
• High absenteeism Prolonged
• High labour turnover strikes
Organizational structure & Climate
Frequent and
• Industrial relations
sever
difficulties accidents
• Poor quality control apathy
Home – work interface

CAUSES WORK STRESS:

Poor work organization that is the way we design jobs and work systems and
the way we manage them, can cause work stress. Excessive and otherwise
unmanageable demands and pressure can be caused by poor work design, poor
management and unsatisfactory working conditions. Similarly, these things can
results in workers not received sufficient support from others or not having enough
control over their work and its pressures.
Research findings show that the most stressful type of work is that which
values excessive demands and pressures that are not matched to workers knowledge
and abilities, where there is little opportunity to exercise any choice or control and
where there is little support from others.

71
 The more the demands and pressure of work are matched to the knowledge
and abilities of workers, the less likely they are to experience work stress. The most
support workers received from other at work, or in relation to work, the less likely
they are to experience work stress. The more control workers have over their work
and the way they do it and the more they participate in decisions that concern their
jobs, the less likely they are experience work stress. Most of the causes of work stress
concern the way work is designed and the way in which organizations are managed.
Because these aspects of work the potential for causing harm, they are called “stress
related hazards” and these are listed in table 1. One should keep in mind, though, that
some of these hazards may not be considered harmful in specific cultures.

TABLE 1: STRESS – RELATED HAZARDS

Work content

Job content
Monotonous, under stimulating, meaningless tasks
Lack of variety
Unpleasant tasks
Aversive tasks

WORKLOAD AND WORK PACE

Having too much or too little to do
Working under time pressures

WORKING HOURS

Strict and inflexible working schedules

Long and unsocial hours
Unpredictable working hours
Unpredictable working hours
Badly designed shift systems

PARTICIPATION AND CONTROL

Lack of participation in decision-making

Lack of control (for example, over work methods, work pace)

72
WORK CONTEXT
Career development, status and pay
Job insecurity
Lack of promotion prospects
Under-promotion or over-promotion
Work of “low social value”
Piece rates payments scheme
Unclear or unfair performance evaluation systems
Being over-skilled or under-skilled for the job

ROLE IN THE ORGANIZATION

Unclear role
Conflicting roles within the same job
Responsibility for people
Continuously dealing with other people and their problems

INTERPERSONAL RELATIONSHIPS
Inadequate, inconsiderate or unsupportive supervision
Poor relationships with co-workers
Bullying, harassment and violence
Isolated or solitary work
No agreed procedures for dealing with problems or complaints

ORGANIZATIONAL CULTURE
Poor communication
Poor leadership
Lack of clarity about organizational objectives and structure

THE EFFECTS OF WORK STRESS:

Stress affects different people in different ways. The experience of work stress
can cause unusual and dysfunctional behaviors at works and contribute to poor
physical and mental health, in extreme cases, long – term stress or traumatic events at
work may lead to psychological problems and be conductive to psychiatric disorders

73
resulting in absence from work and preventing the worker from being able to work
again.

When under stress, people find it difficult to maintain a healthy balance

between work and non-work life. At the same time, they may engage in unhealthy
activities such as smoking, drinking and abusing drugs. Stress may also affect the
immune system, impairing people’s ability fight infections.

WORK HAZARDS & STRESS

PHYSICAL WORKCONTEXT
SOCIAL & ORGANIZATIONAL PSYCHOSOCIAL WORK
ENVIRONMENT ENVIRONMENT

Direct Physical Indirect

Stress

Pathway Pathway

EXPERIENCE OF STRESS

HARHM TO EMPLOYEES PHYSICAL PSHYCOLOGICAL AND SOCIAL

HEALTH

EMPLOYEES AVAILABILITY FOR A PERFORMANCE AT WORK

HEALTHINESS & PERFORMANCE OF THE ORGANISATION

74
Work stress affects the individuals in the following ways:
• Become increasingly distressed and irritable
• Become unable to relax or concentrate
• Enjoy their work less and feel less committed to it
• Experience serious physical, such as

o Heart disease
o Disorders in blood pressure
o Headaches
o Musculo – Skeletal disorders (such as lock back pain and upper limb
disorders)

The effects of work stress on organizations:

If key staff or a large number of workers are affected, work stress may
challenge the healthiness and performance of their organization. Unhealthy
organizations do not get the best market but eventually even their survival.

STRESS AND ILLNESS: DIRECT AND INDIRECT EFFECTS

STRESS

Indirect effect on health – related Indirect effect on fitness related

behavior behaviour

Less compliance with appropriate Increase in smoking and consumption

preventive behavior of alcohol.

Delay in seeking medical care Choosing less nutritional food to eat

avoidance of any medical care. sleeping less

Direct physiological effects

Increased amount fat in body

cells.

Higher blood pressure

Decreased immunity to viral
and bacteriological infections.

ILLNESSIndividual

75
Work stress affects the organizations in the following ways:

• Increased absenteeism
• Decreasing commitment to work
• Increasing staff turn-over
• Impairing performance and productivity
• Increasing unsafe working practices and accident rates
• Increasing complaints from clients and customers
• Adversely affecting staff recruitment
• Increasing liability to legal claims and actions by stressed workers and
• Externally

Assessing the risk at work:

The experience or work stress is a challenge to the health and safety of

workers and to the healthiness of their organizations. Employers should have a policy
for the management of workers health that refers to work stress. They should enable
that policy to be implemented by putting the appropriate arrangement in place. Such
arrangements should address the issues of risk assessment, timely reaction and
rehabilitation. Organizational level strategies for managing existing work stress focus
on combating the risks at source.

Work stress can be effectively managed by applying a risk management

approach as is successfully done with other major health and safety problems. A risk
management approach assesses the possible risk in the work environment that may
cause particular existing hazards to cause harm to employees. A hazard is an event or
situation that has the potential for causing harm. Harm refers to physical or
psychological deterioration of health. The cause of stress are hazards related to the
design and management of work and working conditions and such hazards can be
managed and their effects controlled in the same way as other hazards.

76
Essential steps in risk management:

Risk management is essentially a problem solving approach to health and

safety problems and provides a vehicle for the continuous improvement or work and
working conditions and thus the health of workers and the healthiness of their
organization.

A FRAME WORK MODEL OF RISK MANAGEMENT FOR

WORK STRESS

EVALUTION

RISK
RISK ASSESSMENT TRANSLATION REDUCTON
(Including AUDIT)

FEED BACK

ORGANIZATIONAL
LEARNING & TRAINING

Figure No: The Risk Management cycle

Assessment of Risk

Design Action Plan

Learning and to reduce Risk
further Action

Implementation
Evaluation of of Action Plan
Action Plan

77
 Basic steps in Stress Risk Management:

Risk management proceeds through a cycle of five actions

1. An analysis of the situation and an assessment of risk

2. The design an action plan to reduce the risk of work stress
3. The implementation of that action plan and
4. Its evaluation, and
5. Learning and further action based on the results of the evaluation.

RISK ASSESMENT STRATEGY AND PROCEDURES.

[1] Familiarization [4] Audit

[2] Work Analysis interviews
[3] Assessment Survey
Audit Existing
Management Make
Identify & assess Control & recommenda
Employee tion on
Group Exposure to support systems Residual
Stressful Hazards Risks

Identify Likely
Identify & Assess key Markers Risk Factors
of Employees &
Organizational Health

[5] Analysis &

Interpretation of
Data
Think about different work groups or workplaces that make up the
organization and a question is to be arised which most stressed or stressful. The
evidence is to be identified like high absence rates, poor health records, high accident
rates, poor morale, workers or trade union complaints, poor productivity etc. The
investigation is to be made in examining the working conditions.

Identification, collection and discussion of the evidences are to be done in the

team manner. Consulting the workers and trade union possibly through group

78
discussion. A proper plan of action is to be made and implemented in the relevant
manner in order to overcome the stress conditions revision of action plan is to be done
and implemented in order to overcome the risks in the organizations.

Prevention of Work Stress:

There are a number of ways by which the risk of work stress can be reduced
These include:

Primary prevention, reducing stress through:

• Ergonomics
• Work and environment design
• Organizational and management development
• Secondary prevention, reducing stress through:
• Worker education and training.

Tertiary prevention, reducing the impact of stress by:

• Developing more sensitive and responsive management

• Systems and enhanced occupational health provision.

The organization itself is a generator of different types of risk. Tertiary

prevention in organizations places an emphasis on the provision of responsive and
efficient occupational health services. Contemporary work stress management should,
therefore, encompass tertiary prevention. A good employer designs and manages
work in a way avoids common risk factors for stress and prevents a much as possible
foreseeable problems.

STRESS REDUCTION PROCESS MODEL (Direct or Indirect Control)

79
 Management of Introduction of peer
counseling support group support network

Local Government

Available finances Stress policy

formulation & Employee
Regular review
Service counselors

Stakeholder’s views

Stress policy Quantifiable

Obligations Clearly defined for all Result
departments Less stress related
Positive Culture towards sickness
Latest research stress Retention of staff
A safety net for sufferers Improved moral
within the organization

Successful policies

Compliance with H&S

legislation

80
 Work pressure and Job performance

High

Job
Performance Work Work
under Over
load load
Low Inadequate Optimum work Addend work
Work load pressure pressure
zFF

Figure No: WELL DEISIGNED WORK

WELL DEISIGNED WORK

Clear Organizational Structure Employees should be provided with clear
information about the structure, purpose
and practices of the organization.

Appropriate selection, training and Each employee’s skills, knowledge and

staff development abilities should be matched as much as
possible to the needs of each job.

Candidates for each job should be

assessed against that job’s requirements.

Where necessary, suitable training should

be provided.

Effective supervision and guidance is

important and can help project staff from
stress.

Job descriptions A job description will depend on an

understanding of the policy, objectives
and strategy of the organization, on the
purpose and organization of work and on
the way performance will be measured.

81
Job description have to be clear It is important that an employee’s
manager and other key staff are aware of
the relevant details of the job and make
sure that demands are appropriate.

The better employees understand their

job, the more they will be able to direct
appropriate efforts towards doing it well.

Managers should talk to their staff, listen

to them and make it clear that they have
been heard.

Communication Communication of work expectations

should be comprehensible, consistent
with the job description and complete.

Social environment Commitments made to staff should be

clear and kept.

A reasonable level of socializing and

team work is often productive as it can
help increase commitment to work and to
the work group.

82
CHAPTER – IV
DATE ANALYSIS &
INTERPRETATION

83
 1. Do you get on well with your co-workers?
Always ( ) Sometimes ( ) Never ( )

S.no Particulars Response percentage

1 Always 85 85
2 Some time 10 10
3 Never 5 5
Total 100 100

Inference: From the above table we identified that:

 The 85% of the employees are always well with their co-workers.
 The 10% of the employees some time well with their co-workers
 5% of the employees are not getting well with their co-workers.

85% of the employees are always well with their co-workers. It means the
organization follows good communication skills to maintain co-ordination.

Always
Sometimes
Never

84
 2. Do you let others know about your feeling?
Always ( ) Sometimes ( ) Never ( )

S.no Particulars Response Percentage

1 Always 30 30
2 Some time 70 70
3 Never 0 0
Total 100 100
Inference: From the above table we identified that:

 The 30% of the employees always let others know about their feelings.
 The 70% employees sometimes let others know about their feelings.

It is clear that all the employees want to share their feelings with their

co-workers.

Always
Sometimes
Never

85
 3. Do you get anger due to depression?
Always ( ) Sometimes ( ) Never ( )

S.no Particulars Response percentage

1 Always 10 10
2 Some time 60 60
3 Never 30 30
Total 100 100

Inference: From the above table we identified that:

 The 10% of the employees always get anger due to depression

 The 60% of the employees only at sometimes get anger due to depression
30% of employees never get anger due to depression.
It is clear that some of the employees get angry due to depression.

Always
Sometimes
Never

86
 4. The organization focus on close supervision in maintaining performance?
Always( ) Sometimes( ) Never( )

S.no Particulars Response percentage

1 Always 40 40
2 Some time 55 55
3 Never 5 5
Total 100 100
Inference: From the above table we identified that:

 The 40% of the employees always feel that the organization focus on close
super vision in maintaining performance
 The 55% employees feel at sometimes
 5% of the employees never feel.

It is clear that most of the employees feel that the organization focus on close
supervision in maintaining performance.

Always
Sometimes
Never

87
5. The organization seeks opinion of employees in developing the strategies for
maintaining performance?
Always ( ) Sometimes ( ) Never ( )

S.no Particulars Response percentage

1 Always 30 30
2 Some time 50 50
3 Never 20 20
Total 100 100

Inference: From the above table we identified that:

 The 30% of the employees always agree with the organization in seeking
opinions of employees in developing the strategies for maintaining
performance
 The 50% agrees sometimes
 20% never agree.

It is clear that the organization takes more number of opinions from the employees in
developing the strategies for maintaining performance.

Always
Sometimes
Never

88
6. Are you satisfied with management decision-making process?
Always ( ) Sometimes ( ) Never ( )

S.no Particulars Response percentage

1 Always 0 0
2 Some time 65 65
3 Never 35 35
Total 100 100

Inference: From the above table we identified that:

 The 65% of the employees satisfied sometimes with the management decision
making process
 The 35% never.

It is clear employees do not have satisfied with management

decision making process.

Always
Sometimes
Never

89
7. How do you react when your superiors are not able to co-operate with you?
Always( ) Sometimes( ) Never( )

S.no Particulars Response percentage

1 Always 10 10
2 Some time 40 40
3 Never 50 50
Total 100 100

Inference: From the above table we identified that:

 The 10% of the employees react immediately

 The 40% of the employees react slowly
 mostly 50% of the employee never react.

It is clear that Most of the employees react slowly to their superior words.

Always
Some Time
Never

90
 8. Do you feel like stress in your job?

Always( ) Sometimes( ) Never( )

Response No of Respondents Percentage (%)

Always 1 1
Some times 50 50
Never 49 49
Total 100 100

Inference: From the above table we identified that:

 The 50% of the employees are respondents believe that they stress at work
occasionally.
 The 49% of the employees are respondents never feel stress.
 1% of the employees are respondents always feel stress at work.

It is clear that 50% of employees are that feel stress at work occasionally.

Always
some times
never

9. How often do you worry about physically environment problems in the work
place (Temperature , Lighting & Gases)

Always( ) Sometimes( ) Never( )

Response No of Respondents Percentage (%)

Always 22 22
Some times 40 40
Never 38 38

91
 Total 100 100

Inference: As it is evident from the table

 40% of the respondents worry about physically environment
problems in the work place occasionally.
 38% never worry about physically environment problems.
 22% respondents always worry about it.

It is observed that 40% of the employees worry about physically environment

problems in the work place occasional

Always
Some times
Never

10. Do you feel like stress to cope up with new technology?

Yes( ) No( ) sometimes( )

Response No of Respondents Percentage (%)

Yes 11 11
No 34 34
Some Times 55 55
Total 100 100

92
Inference: As it is evident from the table:

 Majority of the 55% respondents feel inability to cope up with new technology
occasionally.
 34% of respondents not feel to cope up with new technology.
 11% of respondents always feel inability to cope up with new technology.

It says that 55% of respondents are feel stress to cope up with new technology
occasionally.

Yes
No
Some Times

11. Did you get any problem by feeling stress?

Yes( ) No( )

Response No of Respondents Percentage (%)

Yes 62 62
No 38 38

93
 Total 100 100

Inference: From the above table evident that:

 62% of the employees respond stress is creating a problem.

 38% of the employees respond stress is not creating problem.

It is clear from study that 62% of respondents feel stress is creating problem.

Yes
No

12. Do you have excessive work load in your job?

Yes ( ) No ( ) Sometimes )

Response No of Respondents Percentage (%)

Yes 12 12
No 56 56
Some Times 32 32

94
 Total 100 100

Inference: As it is evident from the table:

 56% respondents never have excessive work load in their job.

 32% respondents have excessive work load in their job some times only.
 12% of the respondents always have excessive work load in their job.

It is evident from the study that 56% of employees never have excessive work load in
their job.

Yes
No
Some Times

13. Do you feel pressure from superiors?

Yes ( ) No ( ) Sometimes ( )
Response No of Respondents Percentage (%)
Yes 8 8
No 64 64

95
 Some Times 28 28
Total 100 100

Inference: As it is evident from the table:

 64% of respondents never feel pressure from superiors.

 28% of the respondents sometimes feel pressure from superiors.
 8% of the respondents always feel pressure from superiors .

It is clear that 64% of respondents never feel pressure from superiors.

Yes
No
Some Times

14. How often do you worry about time pressure to complete the work?

Always ( ) Sometimes ( ) Never ( )

Response No of Respondents Percentage (%)

Always 3 3

96
 Some Times 28 28
Never 69 69
Total 100 100

Inference: From the above table we evident that:

 69% of the respondents never worry about the time pressure to complete the
work.
 28% of the respondents worry about the time pressure to complete the work
occasionally.
 3% of the respondents always worry about time pressure to complete the
work.

It is evident from the study that 69% of employees never worry about the time
pressure to complete the work.

Always
Some Times
Never

15. Get very upset when other people make mistakes

Strongly Agree ( ) Agree ( ) Disagree ( )

97
 Response No of Respondents Percentage (%)
Strongly Agree 15 15
Agree 46 46
Disagree 39 39
Total 100 100

Inference: From the above table we proved that:

 46% of the employees get upset when other people make mistakes.
 39% of the employees are did not get upset when other people make
mistakes.
 15% of the employees are strongly agree to get very upset when other
people make mistakes.

It is clear from the study 46% of employees felt irritation when other people
make mistakes.

Strongly Agree
Agree
Disagree

16. Lack of the communication causes stress?

Strongly Agree ( ) Agree ( ) Disagree ( ) Strongly Disagree ( )

Response No of Respondents Percentage (%)

Strongly Agree 22 22

98
 Agree 57 57
Disagree 12 12
Strongly Disagree 9 9
Total 100 100

Inference: As it is evident from the above table:

 57% of the respondents agree to lack of the communication causes stress.

 22% of the respondents strongly agree to lack of the communication causes.
 12% of the respondents disagree to the lack of communication causes stress.
 9% of the respondents strongly disagree to the lack of communication causes
stress.

It is evident that 57% of employees are felt that lack of the communication causes
stress.

Strongly Agree
Agree
Disagree
Strongly Disgaree

17. Do you feel lack of co-operation from subordinate?

Always ( ) Sometimes ( ) Never ( )

Response No of Respondents Percentage (%)

Always 10 10
Some Times 58 58

99
 Never 32 32
Total 100 100

Inference: As it is evident from the table:

 58% of the respondents feel lack of co-operation from sub-ordinates

occasionally.
 32% of the respondents never feel lack of co-operation from sub-ordinates.
 10% of the respondents always feel lack of co-operation from sub-ordinates

It is understood from the study that 58% of employees feel lack of co-operation
from sub-ordinates occasionally.

Always
Some Times
Never

18. How often you worry about lack of interest?

Always ( ) Sometimes ( ) Never ( )

Response No of Respondents Percentage (%)

Always 5 5
Some Times 44 44
Never 51 51

100
 Total 100 100

Inference: As it is evident from the table:

 51% respondents believe that they never worry about lack of interest.
 44% of the respondents believe that they worry about lack of interest some
time only.
 5% of the respondents always worry about lack of interest.

It is clear that 51% of employees never worry about lack of interest.

Always
Some Times
Never

19. How often do you indulge mental disorder at work place?

( Irritation , Loss of memory etc..)

Always ( ) Sometimes ( ) Never ( )

Response No of Respondents Percentage (%)

Always 11 11
Some Times 36 36
Never 53 53

101
 Total 100 100

Inference: From the above table we identify that:

 53% of the respondents never indulge mental disorder at work place.

 36% of the respondents occasionally indulge mental disorder
at work place.
 11% of the respondents always indulge mental disorder at work place.

It is understood from the study that 53% of employees never indulge mental disorder
at work place.

Always
Some Times
Never

20. Does the stress in your personal life affect your job performance?

To large extent ( ) To some extent ( ) Not at all ( )

Response No of Respondents Percentage (%)

To large extent 21 21
To some extent 36 36
Not at all 47 47
Total 100 100

102
Inference: from the above table evident that :

 47% of the respondents says that there is no personal life stress in their job
performance.
 36% of the respondents says that there is some affect of stress in personal life
affect in their job performance.
 21% of the respondents says that there is large affect of stress in personal life
affect in their job performance.

It is clear that 47% of employees felt that personal life stress not affect in their job
performance.

To Large Extent
To Some Extent
Not At All

21. Rational allocation of work reduces the stress?

Strongly Agree ( ) Agree ( ) Disagree ( )

Response No of Respondents Percentage (%)

Strongly Agree 20 20
Agree 51 51
Disagree 29 29
Total 100 100

103
Inference: From the above table we evident that:

 51% of the respondents agree to rational allocation of reduces the stress.

 29% of the respondents disagree to rational allocation of reduces the stress.
 20% of the respondents strongly agree to rational allocation of work reduces
the stress.

It is evident from the study that 51% of respondents agree to rational

allocation of reduces the stress.

Strongly Agree
Agree
Disagree

22. Physical exercise & yoga to reduce the stress?

Yes ( ) No ( )

Response No of Respondents Percentage (%)

Yes 86 86
No 14 14
Total 100 100

Inference: From the above table

104
  86% of the respondents feel that physical exercise & yoga can reduce the
stress.
 14% of the respondents feel that physical exercise & yoga can’t reduce the
stress.

It is clear that 86% of employees felt that physical exercise & yoga can reduce the
stress.

Yes
No

23. Relaxation reduces the stress?

Strongly Agree ( ) Agree( ) Disagree( )

Response No of Respondents Percentage (%)

Strongly Agree 42 42
Agree 49 49
Disagree 9 9
Total 100 100

Inference: From the above table as is evident that:

105
  49% of the respondents agree to relaxation reduces the stress.
 42% of the respondents strongly agree to relaxation for reduces the stress.
 9% of the respondents disagree to relaxation reduces the stress.

It is evident that 49% of employees agree to relaxation reduces the stress.

Strongly Agree
Agree
Disagree

24. Spending time with your family to reduce the stress?

Strongly Agree ( ) Agree( ) Disagree( )

Response No of Respondents Percentage (%)

Strongly Agree 53 53
Agree 45 45
Disagree 2 2
Total 100 100

Inference: As it is evident from the table:

106
  53% of the respondents strongly agree to spending time with their family to
reduce the stress.
 45% of the respondents agree to spend time with their family to reduce stress.
 2% of the respondents disagree to spend time with their family to reduce the
stress.

It is understood from the study that 53% of employees strongly agree to spending
time with their family to reduce the stress.

Strongly Agree
Agree
Disagree

25. What are steps to taken by your organization to control stress?

Training programs on Seminars by eminent

Yoga / Medication( ) speakers ( )

Participating Sports/recreation
decision making( ) facilities( )

Response No of Respondents Percentage (%)

Training programs on 45 45
Yoga / Medication
Seminars by eminent 18 18
speakers
Participating decision 16 16
making
Sports/recreation facilities 21 21
Total 100 100

107
Inference: From above table we evident that

 45% of the respondents feel that the organization should conduct yoga and
meditation to control the stress.
 21% of the respondents feel that the organization should conduct sports/
recreation to control the stress.
 18% of the respondents feel that the organization should conduct seminars by
eminent speakers to control stress.
 16% of the respondents feel that the organization should conduct participate
decision making to control stress.
It is clear that 45% of employees felt that yoga and meditation to control the stress

Training Programs on
Yoga/M edication
Seminars by eminent
speakers
Participating decision
making
Sports /recration

108
CHAPTER –V

CONCLUSION &

SUGGESTIONS

109
SUGGESTIONS:

A small percentage of the employees did have high stress, person’s facing

stress at the organizational level of that of psychological problems in the

form of decreased motivation, absenteeism low productivity targets not

being achieving etc. as a ready for the above said employees facing stress

are advised to attend stress management courses which will has them to

build coping strategies and cause out their stress. The stress management

cause comprise of a package program consisting of:

Relation.

Positive outlook towards works/responsibilities.

Self analysis through personality type testes.

Inter personal skill development.

Protection yoga cum meditation.

Time management.

Since T&D job related factors, performance appraisal & job satisfaction

were perceived be counseled regarded the matter.

Try to get 6-7 hrs, of continuous sleep for day.

110
CONCLUSIONS:

The present study was conducted at KESORAM CEMENT in BASANTH

NAGAR, the aim was to find the stress levels, personality type of the

employees. This was done using a detailed questionnaire. The study

reveled that fall under low stress category only organization to some

extent.

At the end of the study we can concluded that through there are

sings of stress among the employees & such stress is affecting their

behaviors. It can controlled & reduced in the organization to some extent.

This can be done by giving counseling & incorporating the

suggestions given here in at individual and organizational level.

111
 BIBLOGRAPHY:

SRINIVAS R. KANDULA : PERFORMANCE MANAGEMENT

PRENTICE- HALL INDIA 2006

R K SAHU : PERFORMANCE MANAGEMENT

SYSTEM

DINESH K SRIVASTAVA : STRATEGIES FOR PERFORMANCE

MANAGEMENT EXCEL BOOKS 2005

CANDY : PERFORMANCE MANAGEMENT

CONCEPS, SKILLS & EXERCISE PHI –

NEW DELHI

AGUIMS : PERFORMANCE MANAGEMENT,

PEARSON EDUCATION

PROFESSIONAL ARTICLES FROM KESHORAM CEMENT LIBRARIES

INTERNET

WWW.kesoram cement.com

112
 Questionnaire on impact of stress

On performance

May I introduce myself that I am presently pursuing M.B.A from,

VANI NIKETHAN INTITUTE OF MAMAGEMENT STUDEIS,

KAKATIYA UNIVERSITY, Warangal. As a part of pursuing M.B.A I am

doing project work on “IMPACT OF STRESS ON PERFORMANCE”

from KESORAM CEMENT FACTORY BASANH NAGAR, whose labor

is highly enriched with best.

Competencies.

May I request you to give feedback on the following factors, which shall be

exclusively used for the purpose of project work and not for any other

purpose.

NAZIA TAHSEEN. ( MBA HR)

VANI NIKETHAN INTITUTE OF MAMAGEMENT STUDEIS

KARIMNAGAR

113
 SECTION – I POROFILE OF EMPLOYEE

Name : ________________________________________

Age : ________________________________________

Educational back ground:________________________________________

Executive /non executive : ________________________________________

Department : ________________________________________

Experience : ________________________________________

114
 SECTION – II STRESS INDICATORS

1. Do you get on well wit your co- workers ( )

a) Always b) Sometimes c) Never

2. Do you let others know about your feelings ( )

a) Always b) Sometimes c) Never

3. Do you get anger due to depression ( )

a) Always b) Sometimes c) Never

4. The organization focus on close supervision in maintaining ( )

a) Always b) Sometimes c) Never

5. The organization seeks opinion of employees in developing the ( )

Strategies for maintaining performance

a) Always b) Sometimes c) Never

6. Are you satisfied with management decision-making process ( )

a) Always b) Sometimes c) Never

7. How do you react when you superiors are not able to cooperate ( )

with you ?

a) Always b) Sometimes c) Never

115
8. Do you feel like stress in your job? ( )
a)Always b)sometimes c)Never

9. How often do you worry about physically environment problems in the work
place (Temperature, Lighting, Gases) ( )
a) Always b) Sometimes c)Never

10. Do you feel like stress to cope up with new technology? ( )

a)Yes b) No c) Sometimes

11.Did you get any problems by feeling stress? ( )

a)Yes b) No c) Sometimes

12. Do you have excessive work load in your job? ( )

a) Yes b) No c) Sometimes

13.Do you feel pressure from superior? ( )

a) Yes b) No c) Sometimes

14. How often do you worry about time pressure to complete the work?( )
a) Always b) Sometimes c) Never

15. Get very upset when other people make mistakes? ( )

a) Strongly Agree b) Agree c) Disagree

16. Lack of the communication causes stress? ( )

a) Strong Agree b) Agree c) disagree d) Strongly Disagree

17. Do you feel lack of cooperation from subordinate? ( )

a) Always b) Sometimes c) Never

18. How often do you worry about lack of interest? ( )

a) Always b) Sometimes c) Never

116
19. How often do you indulge disorder at work place at work place?
(Irritation, Loss of memory etc) ( )
a) Always b) Sometimes c) Never

20. Does the stress in your personal life affect your job performance? ( )
a) To large extent b) To some extent c) Not at all

21. Rational allocation of work reduces the stress? ( )

a) Strongly Agree b) Agree c) Disagree

22. Physical exercise & Yoga to reduce the stress? ( )

a) Yes b) No

23. Relaxation reduces the stress? ( )

a) Strongly Agree b) Agree c) Disagree

24.Spending time with your family reduces stress? ( )

a) Strongly Agree b) Agree c) Disagree

25. What are steps taken by your organization to control stress? ( )

a) Training programs on yoga/meditation
b) Seminars by eminent speakers
c) Participation decision making
d) Sports/recreation facilities

117