CONTENTS

Chapter-1 : Introduction
Introduction of Stress
Organizational Stress
Sources of Stress
Consequences of Stress
Management of Stress

Chapter-2 : Organization Profile

Chapter-3 : Research methodology

Chapter-4 : Data Analysis and Interpretation

Chapter-5 : Findings and Suggestions

Appendix : Questionnaire

Bibliography
 INTRODUCTION
Stress has been called “the invisible”. It is a disease that may affect you, your
organization, and any of the people in it, so you cannot afford to ignore it.

EVOLUATION OF STRESS:

The Garden of Eden began as a tranquil stress environment. However when

Adam was given the tantalizing chance to eat the forbidden fruit, he was trust into
mankind’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 persons’

healthy mental and physical well being. It occurs when the body is required to perform
beyond its normal range of capabilities.

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

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

organizations, which can suffer from “organization stress”. Ivancevich and Matteson
define stress as individual with the environment.

Behr 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”.

Stress is a dynamic condition, 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 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 of three phases.

Ce level begins to decline irreversibly. The organism collapses.

 Alarm Reaction: The first is the alarm phases. Here the individual mobilizes to
meet the threat. The alarm reaction has two phases. The first phases includes in initial
“stock shock phase” in which defensive mechanism become active. Alarm reaction is
characterized by autonomous excitability; adrenaline discharges; increase heart rate,
ulceration. Depending on the nature & intensity of the threat and the condition of the
organization the period of resistance varies and the severity of symptoms may differ
from “mild invigoration” to “disease of adaptation”.
 Resistance: The second is the phase of resistance. The individual attempts to
resist or cope with the threat. Maximum adaptation occurs during this stage. The
bodily signs characteristic of the alarm reaction disappear. It the stress persist, or the
defensive reaction proves ineffective, it may overwhelm the body resources. Depleted
of energy, the body enters the phase of third.
 Exhaustion: Adaptation energy is exhausted. Sings of the alarm reaction
reappear, and the resistance level begins to define irreversibly. The organism
collapses.

Pestonjee has attempted / identified three important sectors of life in which

Stress originates. These are

 Job and the organization

 The social sector
 Intrapsychic sector

Job and organization, refers to the totality of the work environment (task,
atmosphere, colleagues, compensation, policies, etc.). The social sector refers to the
other such factors. The Intrapsychic 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 sectors or in combinations thereof.
 In the figure below it can be seen that the magnitude of stress emanating from
the stress to learner limit of the individual to handle these stress. This indicates a
balanced state.

ORGANIZATION-INDIVIDUAL NORMAL INTERACTION

PATTERN
S.T.L – STRESS TOLERANCE LEVEL

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.

MINIOR 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 organizational
loads have become unmanageable and interact with intrapsychic loads. This is
 the stage 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 start operating beyond the
“stress tolerance limit”.

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 breakdowns 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.
 STRESSORS OR LOADS

BREAKDOWNS AND CRACKS: FAILURE IN COPING

A. Work related symptoms

Lack of concentration
Affected clarity of thinking & decision – making
Frequent absenteeism
Affected team work
Aggressive behavior

B. Physiological symptoms
Headache / Migraine
Insomnia
Lack of appetite
Digestive disorders
Sexual disorders
Temperamental changes.

Pestonjee has also developed a model to explain how we cope with stress
reactions. 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 & 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

STRESSORS

BORNOUT STRESS SYNDROME (BOSS):-

Boss can lead to at least four types of stress related consequences such as,
depletion of energy reverses, 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 describe 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
coping with the demands of a challenging environment. Second, habits and strategies
for coping with stress are formed in this stage which is often not useful in coping with
later challenges.

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.

CRISIS STAGE:-
When these feelings and physiological symptoms persist over period of time,
the individual enters the stage of crisis. At this stage he develops “escape mentality”
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 from
this stage elude may be resourceful to tide over the crises.

TYPES OF STRESS:-
 It 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
know as neustress. For example, one produces neustress 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 stress caused by good things. For
examples an employee is offered a job promotion at another I .
 DEFINING STRESS AT WORK

Change in working practices, such as the introduction of new technology or the

alternation of new technology or the alternative of targets, my cause stress, or stress may be
built into an organizations’ structure. Organizational stress can be measured by absenteeism
and quality or work.

ORGANIZATIONAL STRESS:-
Stress affects as well as the individual within them. An organization with a high
level of absenteeism, rapid staff turnover, deteriorating industrial and customer relations, a
worsening safety record, or poor quality control is suffering from organizational stress.

FOLLOWING THE PAT OF STRESS THROUGH IN

ORGANIZATION:-
The below chart shows one example of the structure of a department in an
organization, indicating typical causes of stress that may effect stress at certain levels in the
structure, and particular.
 Causes that are affecting individuals. Stress is contagious; anyone who is not
performing well due to increases the amount of pressure on their colleagues, superiors, and
subordinates.

The cause may range from unclear or overlapping job descriptions, to lack of
communication, to poor working conditions, including “sick building syndrome”.
POTENTIAL SOURCES OF STRESS:
There are three categories of potential stressors:
 Environmental factor
 Organization factor
 Individual factors

Environmental factors:
Just as environmental uncertainty influences the design of an organization.
Changes in business cycle create economic uncertainties.

Political uncertainties:
If the political system in a country is implemented in an orderly manner, there
would not be any type of stress.

Technological uncertainties:
New innovations can make an employee’s skills and experiences obsolete in a
very short period of time. Technological uncertainty therefore is a third type of
environmental factor that can cause stress. Computers, robotics, automation and
other forms of technological innovations are threat to many people and cause them
stress.

Organization factors:
There are no storages of factors within the organization that can cause stress;
pressures to avoid error or complete tasks in a limited time period, work overload are
few examples.

Task demands are factors related to a person’s job. They include the design of
the individual’s job working conditions, and the physical work layout.

Role demands relate to pressures placed on a person as a function of the

particular role he or she plays in the organization. Role overhead is experienced when
the employees is expected to do more than time permits.
 Role ambiguity is created when role expectations are not clearly understood
and employee is not sure what he / she is to do.

Interpersonal demands are pressures created by other employees. Lack of

social support from colleagues and poor.

Interpersonal relationships can cause considerable stress, 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 made. Excessive rules
and lack of participation in decision that affect an employee are examples of structural
variables that might be potential sources of stress.

Potential sources Consequences

Organizational leadership represents the managerial style of the organizations senior
executive. Some executive officers create a culture characterized by tension, fear, and
anxiety. They establish unrealistic pressures to perform in the short-run impose
excessively tight controls and routinely fire employees who don’t measure up. This
creates a fear in their hearts, which lead to stress.

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

Family problems:
National surveys consistently show that people hold family and discipline,
troubles with children are examples of relationship problems that create stress for
employee and that aren’t at the front door when they arrive at work.

Economic problems:
Economic problems created by individuals overextending their financial
resources are another set of personal troubles that can create stress for employees
and distract their attention from their work.
 CAUSES OF STRESS

Society the working world and daily life have changed almost beyond
recognition in the past 50 years. These changes have contributed to a major increase
in stress.
Stress is caused from both outside & inside the organization & from groups that
employees are influenced by & from employees themselves.

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

Extra organizational stressors:

Extra organizational stressors have a tremendous impact on job 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.
Organizational stressors:
Besides the potential stressors that occur 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 stressors.
MACRO-LEVEL ORGANIZATIONAL STRESSORS:
POLICIES
 Unfair, arbitrary performance reviews.
 Rotating works shifts.
 Inflexible rules.
 Unrealistic job descriptions.
STRUCTURES
 Centralization; Lack of participation in decision making.
 Little opportunity for advancement.
 A great amount of formalization. JOB
 Interdependence of departments. STRESS
 Line-Staff conflicts.
PHYSICAL CONDITIONS
 Crowding & lack of privacy.
 Air pollution.
 Safety hazards.
 Inadequate lighting.
 Excessive, heat or cold.
PROCESS
 Poor communication.
 Poor / inadequate feedback about performance.
 Inaccurate / ambiguous measurement of performance.
 Unfair control systems.
 Inadequate information.

GROUP STRESSORS:
The group can also be a potential source of stress. Group stressors can be
categorized into three areas.
1. Lack of groups cohesiveness:-
“Cohesiveness” or “togetherness” is a very important to employees, especially
at the lower levels of the organizations. If the employee is denied the
 opportunity for this cohesiveness because of the task design, because the
supervisor does things to prohibit or limit it, or because the other members of
the group shut the person out, this can be very stress producing.
2. Lack of social support:-
Employees are greatly affected by the support of one or more member of a
cohesive group. By sharing their problems & joys with others, they are much
better off. It this type of social support is lacking for an individual, it can be very
stressful.
3. Intra-Individual, interpersonal & inter-group conflict:-
Conflict is very closely conceptually or hostile acts between associated with in
compatible or hostile acts between intra-individual dimensions, such as
personal 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.

CONSEQUENCES OF STRESS

The effect of stress is closely linked to individual personality. The same level of
stress affects different people in different ways & each person has different ways of
coping. Recognizing these personality types means that more focused help can be
given.
Stress shows itself number of ways. For instance, individual who is
experiencing high level of stress may develop high blood pressure, ulcers, irritability,
difficulty in making routine decisions, loss of appetite, accident proneness, and the
like. These can be subsumed under three categories:
 Individual consequences
 Organizational consequence
 Burnout

Individual consequences:
Individual consequences of stress are those, which affect the individual directly.
Due to this the organization may suffer directly or indirectly, but it is the individual who
has to pays for it. Individual consequences of stress are broadly divided into
behavioral, psychological and medical.

 Behavioral consequences of stress are responses that may harm the person
under stress or others. Behaviorally related stress symptoms include changes
in productivity, turnover, as well as 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 felling depressed. Job related stress could cause
dissatisfaction, infact 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 a

research conducted, it revealed that stress could create changes in
metabolism, increase heart and breathing rates, increases blood pressure bring
out headaches and induce heart attacks.

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 form 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.

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 physical
well being of an individual. Efficiency in stress management enables the individual to
deal or cope with the 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.

Individual coping strategies:

Many strategies for helping individuals manage stress have been proposed.

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 are:

Exercise:-
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 greater 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 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
idea 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 thins 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 things that can be delegated or postponed,
then of more of the important things done every day.

ROLE MANAGEMENT:-
Some what related to time management in which the individual actively works
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.
BEHAVIORAL SELF-CONTROL:-
In ultimate analysis, effective management if stress presupposes exercise of
self-control on the part of an employee. By consciously analyzing the cause and
consequences of their own behavior, the employees 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 individuals control over the situations 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.

COUNSELING:
Personal counseling help employees understand and appreciate a diverse
workforce, the holistic approach adopted by the counselor gives him a comprehensive
view of the employee as client and enable him to deal the issues of work related
problems in a larger context with his awareness of the inter-relationship among
problems in adjustment with self, other and environment and that a work concern will
effect personal life and vice-versa, the employee would receive help regarding the
problem in all life.

One of the advantage of the individual interventions is the individual can use
these skills to improve the quality of life in offer domains like family, social support and
self, thus reducing the negative carry of experiences in these domains into the work
life which might effect his occupation mental health.

ORGANIZATIONAL STRATEGIES:-
The most effective way of managing stress calls for adopting stressors and
prevent occurrence of potential stressors.’
Two basic organizational strategies for helping employees manage stress are
institutional programs and collateral programs.

Work Design Stress Management programs

Work schedules Health promotions programs
Culture Other programs
 Supervision
Institutional programs:-
Institutional programs for managing stress are undertaken to established
organizational mechanism for example, a properly designed job and word 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 a 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.
 COMPANY PROFILE

Energy is important parameter in the overall economic development activity of

any country. It has become synonymous with progress in all fields of activities. Its
standard of living in the words of DAGLI is as follows it is said that the difference
between a starving Indian peasant and a prosperous American farmer is that behind
his elbow the India farmer has almost nothing while his American counterpart has
thousands of hours power. This, it is energy, which is the dividing line between any
substance economy and a highly developed economy. India is poor and American is
rich because America consumes nearly 50 times as much energy as is consumed by
India. Energy is at the heart of the modern industrial society. It could also be effective
weapon in the battle against object poverty.

There is a close correlation between energy consumption and level of

economic development. Energy means “capacity of doing work”. There are various
sources of energy but in India the important sources are coal, hydroelectricity. Oil and
natural gas, nuclear fuels fire wood and animal wastes. Despites the development of
various sources in the energy sector, the fact still remains that low last energy sources
like fire wood, cattle drug and vegetable wastes account for as much at 45 percent of
energy consumption in the country.

Power development in India began in 1897 when a 200KW hydro station was
first commissioned at Darjeeling, in 1899 a first steam station was set up in Calcutta
with a total of 100kw. There after, a series of hydro and steam power station were
commissioned. But the power development was not in a systematic and planned
manner in the country. Therefore, in order to achieve the objective of promoting the
co-ordination development and rationalization of generation, transmission and
distribution of electricity on a regional basis throughout the country in the most efficient
and economic way the state electricity board (SEBs) was constituted in the various
states of the country under the provisions of the electricity (supply) act 1948. These
SEBs, were to enjoy the monopoly in respect of generation, transmission and
distribution of electricity in the country. After constitution of SEBs, there was
phenomenal improvement in the development of installed capacity and power
generation. The efficiency of working of power plant and their maintenance have been
unsatisfactory as a result of which the power generating capacity already created
could not have been fully utilized.
Power is the single factor, which changed the way of living. The National
Thermal Power Corporation Limited, established on November 7 th in 1975, has
become the most important infrastructure input for improving the standard of living to
meet the growing demand and to fulfill the needs of the country. Just in 29 years this
company has grown to be the largest producer of power in the country. NTPC the
NAVARATNA power giant today generates one fourth of the total power in the country
and it is ranked 9th largest thermal power generating utility in the world.

Keeping the significance of power supply in sight, NTPC has been chosen for
the purpose of the study as it has many units under its control. Ramagundam Super
Thermal Power Station (RSTPS) has been selected for the study.

BRIEF HISTORY OF NTPC:

“Power” The single factor which changed the way in which man lived for
millions of years, has become the most important infrastructure input for improving the
standard of living both directly as well as indirectly by way of contributing in the
economic development to make available to the nation reliable & quality power in
increasingly large quantities. NATIONAL THERMAL POWER CORPORATION LTD
was formed in 1975; NTPC Ramagundam unit with approved capacity of 260MW and
installed capacity of 21OOMW is the largest Thermal Power plant powering South
India's growth. Ramagundam unit of NTPC credited with first ISP 14001 certified
Super Thermal Power Station in our country.

NTPC a front runner in the Indian Power sector in one of the larges & the best
power utilities of the world, there by contributing of India's emergence as one of the
world's leading economies. The World Bank, in its performance audit report on
NTPC's projects observed that.

"NTPC record in plant construction, cost containment & operating efficiency has
been exceptional, while as an institution it has broken new ground in Organization &
Management, successfully navigated the transition from constructions to operating
company & generally coped quite well with the problems of rapid expansion".

Two corporations The National Hydro Electric Power Corporation (NHPC) &
National thermal Power Corporation (NTPC) were set in 1975 -76 in the center sector
as a step to achieve the objectives. The company started functioning in March 1976
with the appointment of a chairman & Managing Director.

LOCATION:
The 2100 MW Ramagundam Super Thermal Project is located in Karimnagar
District of Andhra Pradesh to the South of river Godavari. The project is linked to the
south Godavari Coal field or the Singareni Collieries.

NTPC ACTIVITIES:
1. Planning & Investigation of new sites, preparation of feasibility prospect report
& the designing as well as engineering of power station.
2. NTPC also manages the 720 MW Badarpur Thermal Power Station in Delhi &
270 MW BALCO Captive power plant (M.P)
3. Operation & Maintenance of Power Stations.
4. Research & development in area related to power generation
5. NTPC also bagged a turnkey contract for the construction of21 Sub - stations
from Nepal electricity authority.
6. The R &D using of NT PC has been instrumental in enhancing the reliability of
plant & equipment.

OBJECTIVES OF NTPC:
 To add generating capacity with in prescribed time & cost. To operate &
maintain power stations at high availability ensuring minimum cost of
generation. It has planned massive growth to make itself a 40,000 MW
company.
 To maintain the financial soundness of the company by managing the financial
operations in accordance with good commercial utility practices.
 To function as a responsible corporate citizen & discharge social responsibility,
in respect of environment protection and rehabilitation. The corporation will
strive to utilize the ash produced at its stations to the maximum extent possible
through production of ash bricks, building materials etc.
 To adopt appropriate human resources development policy leading to creation
of team of motivated and competent power professionals. To introduce,
assimilate & attain self sufficiency in technology, acquire expertise in utility mgt.
Practices to disseminate knowledge essentially as a contribution to other
constituents of the power sector in the country.
 To develop R&D for achieving improved plant reliability
 To expand the consultancy operations & to participate in ventures abroad.

CORPORATE OBJECTIVES:
 To add generating capacity with in prescribed time & cost.
 To expand the constancy operations & to participate ventures aboard.
 To maintain the financial soundness of the company by m aging the financial
operations in accordance with good commercial utility.
 To operate and maintain power stations at high availability ensuring minimum
Cost of generation.
 To develop (R&D) for achieving improved plant reliability.
 To develop appropriate commercial policy leading to remunerative tariffs &
minimum receivables.
 Implement strategic diversification in the areas of R&M. Hydro. LNG and Non
conventional and eco-friendly fuels and explore new areas like transmission
information technology etc.
 Promote consultancy.
 Make prudent acquisitions. Continuously develop competent human resources
to match world standards.
 Be a responsible corporate citizen with thrust on environment protection
rehabilitation and ash utilization.

VISION OF NTPC:
‘‘TO BE ONE OF THE WORLD'S LARGEST AND BEST POWER UTILITIES. POWER
INDIA'S GROWTH’’
CORE VALUES (COMIT)
 Customer focus.
 Organizational pride.
 Mutual Respect and Trust.
 Initiative and speed total quality.
 Total Quality.

MISSION OF NTPC:
Make available reliable, quality power in increasingly large quantities at
appropriate tariffs, and ensure timely realization of revenues. Speedily plan and
implement power projects, with contemporary technologies.

DISTRIBUTION OF POWER OF NTPC RAMAGUNDAM

S.No State Distributed Percentage

Capacity (MW) (%)

1. Andhra Pradesh 580 27.619

2. Tamil Nadu 470 22.381

3. Karnataka 345 16.429

4. Kerala 245 11.667

5. Goa 100 4.762

6. Pondicherry 50 2.381

7. Unallocated 310 14.762

PERFORMANCES:
NTPC stations & the NTPC manage Badarpur station has been accredited with
“ISO 14001” for sound environment management system & practices.
FINANCIAL PERFORMANCE:
NTPC recorded a provisional turnover of Rs.30000 crores during 2004-05 as
against Rs.25184 crores during 2003-04. The provisional net profit after tax for 2003-
04 is Rs.4905 crores, as compared to Rs.5500 crores last year. The provisional
Return on Capital Employed (ROCE) and Return on Net worth (RONW) are 12.31 %
and 14.13% respectively for the year 2004-05. An interim dividend of Rs.400 Crores
has been paid to the Government for 2003-04.

The total out standings as on 31.10.2005 stood at Rs 26078.96 crores including

a principal amount of Rs.16049.55 crores.

STATION HIGH LIGHTS:

 Record haulage of coal in single day of 78,720 MT on 29 June 1998 Asian
record.
 Station recorded highest loading factor of 99.4% for the yr 1999 2000
 Continuous run or VI unit (500MW) for 406 days, third best in the world.
 Ramagundam 500MW unit-7 (stage-III) has successfully completed one year of
commercial operation on 25.03.06 without any tube leakage. The unit
generated 3802.492 MUs @ a PLF of 86.81%. Considering the loss of
generation of 297 MUs due to backing down, the deemed, PLF is 93.590/0. The
unit also has achieved a continuous run of 97 days without tripping in the first
year of operation itself.
 Ramagundam station achieved 47.94% (18.63 LMT) of Ash utilization during
the financial year against the target of 47% (18.20 LMT).
 Ramagundam & Simhadri were recommended for commendation certificate for
“storage commitment to Excel” by G1II.
 Ramagundam bagged “Innovative safety practices” award for the year 2005
from institution of Engineers.
 Ramagundam station bagged “Best Management award from Govt. of AI” fur
the year 2004-05.
 NTPC – Ramagundam bagged golden shied for the financial years 2000-01,
2001-02, 2002-03 and 2003-04 for outstanding performance in power
generation.
Installed capacity of NTPC Projects:

Projects No. of Projects Commissioned Capacity (MW)

NTPC OWNED 13 19,980
COAL 07 3,955
GAS/LIQ.FUEL
ONED BY JVCs
COAL 3 314
GRAND TOTAL 23 24.249

Capacity power plant under JV with SAIL

Coal based projects:

Sl.No. Coal Based State Commissioned Capacity

1. Singrauli Uttar Pradesh 2,000
2. Kobra Chhattisgarh 2,100
3. Ramagundam Andhra Pradesh 2,600
4. Farakka West Bengal 1,600
5. Vidhyachal Madhya Pradesh 1,600
6. Rihand Uttar Pradesh 2,200
7. Kahalgoan Bihar 2,000
8. Dadri Uttar Pradesh 840
9. Tacher Kaniha Orissa 840
10. Unchahar Uttar Pradesh 3,000
11. Tacher Thermal Orissa 840
12. Simhadri Andhra Pradesh 3,000
13. Tanda Uttar Pradesh 440
Total 19,980

@ Capacity presently under implementation.

Vindyachal 1000 MW
 Unchahar 210 MW
Kahalgoan State II
Phase I 1500 MW
Phase II 1000 MW

Gas Based Projects:

14. Anta Rajasthan 413
15. Auralya Uttar Pradesh 652
16. Kawas Gujarat 645
17. Dadri Uttar Pradesh 817
18. Jahanor-Gandhar Gujarat 648
19. Kayamkulam Kerala 350
20. Faridabad Haryana 430
Total 24,249
Grand total (Coal + Gas + JV)
Capacity Power station managed State Installed
By NTPC (MW)
21. Badarpur Delhi 705

Sterling Performance of 2009-10:-

1. The company takes a new name “NTPC Limited” aligned to its new business
plans.
2. The company market capitalization J11 crosses Rs. One trillion (Rs. 1,00,000
crore) and is one of the top three largest Indian companies in terms of market
cap.
3. A highest ever generation of 170.88 BVs during 2005-06 registering an increase
017.40% over the generation of 159.11 BVs during 2004-05.
4. With 19.51% [including capacity of joint venture companies] share of the total
installed capacity of the nation, NTPC contributed 27.68% electricity generated in
the country during 2005-06.
5. Coal stations of NTPC achieved an operating availability of 89.95%.
6. Coal stations of NTPC recorded a PLF of 87.54%, which is the highest for any
financial year since inception; Tilt PLF during previous year was 87.51%.
7. 100% realization for the third year in succession.
8. Provisional and un audited net sales of Rs. 2,59,928 million during the year
2005-06 as against Rs. 2,25,316 million for the year 2004-05. however,
provisional and un audited Gross Revenue is Rs. 2,86,473 million during 2005-06
as against Rs. 2,55,460 million for the year 2004-05.
9. Provisional and un audited net profit after tax for the year 2005-06is Rs. 57,076
million a compared to Rs. 58, 070 million during the year 2004-05.
10. Total capacity added during the year four years of 10 th plan period (2002-2006)
increases to 4000 MW with another 500 MW getting added during the far
company to 24,249 MW (including capacity of Joint venture companies).
11. Construction works on 9470 MW in progress.
12. Further projects with capacity of 3720 MW under bidding process.
13. Ratnagiri Gas and power supply Pvt Ltd formed \\ith NTPC having a stake of
28.33% for taking over and operating the Dabhol power project.
14. The Government allots 7 mort’ coal mining blocks to NTPC for capacity use
taking the total mines allotted to 8 with an expected output of 50 MT per annum.
15. A consortium comprising of NTPC and two other members allotted an exploration
block in Arunachal Pradesh.
16. Capital expenditure incurred in 2005-06 on capital scheme was Rs. 71,879
million compared to Rs. 53,603 million in 2004-05 capital outlay for 2J0607 set at
Rs. 1,13,250 million.
17. A USD 1 Bn medium Tern Note programme established. NTPC becomes the first
Indian corporate since 1997 to make successful offering of 10 year fixed rate
amounting to USD 300 million.
18. Standard & Poor’s have revised outlook on the rating of the company from stable
to positive while affirming the ‘BB+’ issuer rating.
19. An interim divided o 20% for the financial year 2005-06 amounting to Rs. 16,491
million.
20. Government has assigned NTPC the consultant role to modernize and improve
several plants across the country in the partnership ‘In Excellence’ program of
the government.
21. Collaborating the government in the Rajiv Gandhi Grameen Vidyutikaran Yojuna.
22. NTPC has also taken up Distribution Generation for rural electrification of remote
villages through non-conventional energy sources.
23. Simhadri project receivers international project management award instituted by
International project management Association (IMPA) NTPC is the only Asian
Company that has received this award.
24. Ranked 3rd “Great Place to work for in India” by M/S Grow Talent and Business
world 2005.
25. NTPC has achieved all the targets to be rated “Excellent” during 2005-06 for the
nineteenth year since inception of the MOU system.
NTPC ORGANIZATION AND FUNCTIONS:
The organizations design is one of the main factors, which ultimately
determines the effectiveness of enterprises.
The board of directors is the supreme policy making body, which give the
direction to the activities of the organization. The head of this board is the chairman &
managing director who is also the full time chief executive of the company. The
members of this board are both full-time directors as well as senior level officers.
The basic divisions, which are accountable to CMD, Are:
1. Technical and Engineering division.
2. Corporate Commercial division.
3. Operation Services division.
4. Corporate Finance division.

NTPC RAMAGUNDAM
 The foundation stone for RSTPS was laid on 14-11-1978 by Sri. Morarji Dessai
then Prime minister of India.
Ramagundam a vibrant 2600 MW station is a largest Thermal Power station in
South India with three 200 MW & three MW and 1500 sets and also one of the
largest in the country. Its emergency has put the Southern States one step ahead in
their effort to meet their power requirement.
Third in the series super Thermal Power Station set up by NTPC
Ramagundam. It is situated in the interiors of Andhra Pradesh on the banks of
Godavari River in Karimnagar District of Telangana, just across the old pitheads of
Singareni Collieries.
Ramagundam has been raising at this time & earned the proud destination of
being the only station in the country to omission all the seven units ahead of schedule,
constructed at a cost of Rs. 1702 crores, the station has been one of the largest
recipient its of the world Bank. Its project implementation & financial control has
earned a path from the World Bank “Ramagundam a be considered as the school for
construction of Power projects”. The major external financing sources are IBRD, IDA &
OPEC.
Ramagundam generation proportion has achieved the Govt. of India
meritorious productivity award as many four times. The beneficiaries of RSTOS are
Andhra Pradesh, Tamil Nadu, Karnataka, Goa and Pondicherry.
The plant load factor for the year 2003-04 was 8.3% and it stood in the fourth
place the NTPC station.
To cater to the growing demand for power the seventh unit of 500 MW is being
added. The station had required infrastructure facilities and the commitment of the
employee. The project after completion will be the largest power station supplying
power to the Southern Grid. The Honorable Union Minister of the Power Sri. Suresh
Babu in the presence if Sri. N. Chandra Babu Naidu, Honorable Chief Minister of
Andhra Pradesh laid the foundation on 11 th Jan 2002 and completed ahead of
schedule.

COMPANY AT GLANCE
Installed Capacity : 2600MW
Unit Sizes : 3X200MW
4X500MW
Units Commissioned : Unit- I October, 1983
Unit- II May, 1984
Unit- III December, 1984
Unit- IV June, 1988
Unit- V March, 1989
Unit- VI October, 1989
Unit- VII November 2000
Transmission System : 2400 cks -400KV
Source of Coal : South Godavari Coal fields of
Singareni Colleries
Water Sources : Sri Ram Sagar Project
Beneficiary States : Andhra Pradesh, Tamil Nadu,
Karnataka, Kerala, Goa and
Pondicherry.
Approved investment : Rs. 3877.68 crores
Coal Consumption : 8.6 million tones per annum
Water Consumption : 250 cusec
Coal Transportation : (MGR) Merry-or-round system
of 22.5 kms Indian Railway.
Total Land : 10,000 Acres.
Research Methodology:
Research methodology is a way to systematically solve the research problem.
It may be understood as a science of studying how research is done scientifically. In it
we study the various steps that are generally adopted by a researcher in studying his
research problem along with the logic behind them.

Research methods can be classified in to two types. They are quantitative

research methods and qualitative research methods.
Quantitative research methods were originally developed in the natural
sciences to study natural phenomena. Examples of quantitative methods now well
accepted in the social sciences include survey methods, laboratory experiments,
formal methods and numerical methods.

researchers to study social and cultural phenomena. Qualitative data sources include
observation and participant observation (field work), interviews and questionnaires,
documents and texts, and the researcher’s impressions and reactions.

Statement of th Qualitative research methods were developed in the social

sciences to enable e problem
Stress is the force acting on the individual that result in a response of strain

where strain is pressure or deformation. It costs money to the organization, besides

reflecting employees individually in a long run it affects on organizational
effectiveness.
Identification of the problem:
The most significant elements for any organization are men, materials, money
and machines. Out of these four elements manpower assumes the greater
importance. Since, without efficient manpower the presence of better materials,
machines and sufficient capital are useless for any organization.

So all other available elements can be effectively utilized only when there is
efficient manpower and then that organization can be successful in accomplishment of
its objectives. So, for any organization to be successful in the market it should feel that
employees as its assets. It should have a view that employees are the sources of
Good will & Profit.
Each organization is run and steered by people. If the Stress has been
ignored it damages the organization in the long term and the organization will not be
able to withstand in the market, even though it is full of resources & financially good.
Stress overcoming strategies, procedures play a vital role in the organization.
Here the research is done through questionnaires. The data used for
analysis and interpretation is from the responses of the employees for the
questionnaire. Comparison of responses is used for interpreting the data.
The project is presented by using tables, bar charts with their interpretation.

Questionnaire:
Questionnaire is the testing tool of this project. A questionnaire is a formalized
set of questions for collecting information. Its function is measurement. The
questionnaire is administered by the means of questionnaire contained clear concept
of the needed information about the Absenteeism of the organization.
It contained two to five options for a question. I used this for the purpose of
getting absolute response from the respondent.
Sample of the Study:
Sampling is the process of obtaining information about the entire population
by examining only a part of it. So the sample has been taken from the executive
employees of the organization.

Sample size is restricted to 70 respondents due to time constraint.

Sources of the data:
The information collected for the purpose of this study consists of both
primary and secondary data.

Primary data:
Data originally collected for an investigation is known as primary data. The
data is collected through questionnaire from the employees of the NTPC
Ramagundam organization for the purpose of this project. Most of the study for this
project is based on primary data itself.
Secondary data:
Data, which is not originally collected rather obtained from, published or
unpublished sources, is known as secondary data. The published sources out of
which data have been collected include annual reports, chairman’s review, and
textbooks on Personnel Management etc. Total information about the organization
has been extracted from these secondary sources.

A hypothesis is a tentative statement that proposes a possible explanation to some

phenomenon or event. A useful hypothesis is a testable statement which may include
a prediction. Hypotheses should not be confused with a theory. Theories are general
explanations based on a large amount of data
Hypothesis:
A hypothesis is not just an "educated guess" as many may define it. It's more of what
you think the outcome of the experiment you are about to do is going to be. According
to Kaplan states to carry forward n inquiry we may formulate working hypothesis. The
working hypothesis is not a guess at the riddle, a hunch as t what the answer might
be. It is an idea, not about the outcome of inquiry but about the next steps that may be
worth taking. The working hypothesis formulates a believe pertaining to the course of
inquiry but not necessarily pertaining to it ultimate destinations.

There are several sources of hypothesis. First source of hypothesis is problem or topic
itself. When a researcher selects a problem of study and begins to think over it,
several assumptions come into being and among those assumptions, he finds some
testable and accepts them as test hypothesis. Second source is cultural environment
gives him the inspirations thirdly comparing the cross cultural phenomenon and this
comparison results into origination of hypothesis. The personal experience of the
researcher himself is the most important source of formulation of hypothesis.

The null hypothesis a statistical proposition which states, eventually, that there is no
relation between the variables (of the problem). The null hypothesis says “you are
wrong, there is no relation, disprove me if you can”. The negative form of a hypothesis
is known as the null hypothesis, for instance that there is no dependency of one
variable on another, or that there is no significant difference between two measures of
same parameter
 The Stress at the workplace has an impact on employee not only individually
but the Organization too.
 Nature of work, targets at the job, Lack of communication and co-operation,
working conditions are also the causative factors of stress.
 It would be overcome by individual practices and organizational measures
and help.
HIERARCHY OF MANAGEMENT
 1.1 Table representing answers of the respondents towards the question " I How
often do you say the word “I am busy or I am having hard time “at work place
(NTPC).

Option Number of employees Percentage

Very often 4 5.7%
Often 26 37%
Rarely 10 14.2%
Very Rarely 20 29%
Never 10 14.2%
Total 70
I

Percentage
40.00%
35.00%
30.00%
25.00%
Percentage
20.00%
15.00%
10.00%
5.00%
0.00%
Very often Often Rarely Very Rarely Never

Interpretation:

The above chart reveals that 37% of the employees say that often they feel that
they are busy at work place, 29% of employees say that very rarely, 14.2% say that
rarely and never, 5.7% employees say that very often.
 1.2 Table representing answers of the respondents towards the question " I
There is a lack of cooperation in my work place.

Option Number of employees Percentage

Strongly agree 6 9%
Agree 14 20%
Neutral 18 25.7%
Disagree 30 43%
Strongly Disagree 2 3%
Total 70

Percentage
50%
40%
30%
20%
Percentage
10%
0%
l ee ee
re
e tra gr gr
ee Ag Ne
u si a si a
agr D D
ng
ly
ngly
r o ro
St St

Interpretation:

From above chart reveals that 43 % of employees disagree because the lack of
co operation at work place, 25.7 % of the employees are neutral, 20 % of employees
agree, 9 % of the employees strongly agree, 3 % of the employees strongly disagree.

1.3 Table representing answers of the respondents towards the question " I
Family problem causes stress.
 Option Number of employees Percentage
Strongly agree 6 9%
Agree 24 34.2%
Neutral 12 17%
Disagree 22 31.4%
Strongly Disagree 6 9%
Total 70

Percentage
40%
30%
20%
10% Percentage
0%
l ee ee
re
e tra gr gr
ee Ag Ne
u sa sa
agr Di Di
ly lg y
ong on
r r
St St

Interpretation:

From above chart reveals that 34.2 % of employees agree because of family
problems, 31.4 % of the employees are Disagree, 17 % of employees neutral, 9 % of
the employees strongly agree and strongly disagree.
 1.4 - Table representing answers of the respondents towards the question " I have
a problem of BP/SUGAR/Any other health problem".

Option Number of employees Percentage

Strongly agree 4 5.7%
Agree 14 20%
Neutral 12 17.1%
Disagree 24 34.2%
Strongly Disagree 16 23%
Total 70

Percentage
40.00%
30.00%
20.00%
10.00% Percentage
0.00%
l ee ee
re
e tra gr gr
ee g
Ne
u si a si a
agr A D D
ng
ly
ngly
r o r o
St St

Interpretation:

From above chart reveals that 34.2 % of employees are Disagree because of
health problems, 23 % of the employees are Strongly Disagree, 20 % of employees
are agree, 17 % of the employees neutral and 5.7 % of employees strongly agree.
 1.5 Table representing answers of the respondents towards the question " I
Physical exercises and yoga helps to reduce the stress.

Option Number of employees Percentage

Strongly agree 28 40%
Agree 34 48.5%
Neutral 4 6%
Disagree 2 3%
Strongly Disagree 2 3%
Total 70

Percentage
60%
50%
40%
30%
20%
Percentage
10%
0%
l ee ee
re
e tra gr gr
ee Ag Ne
u sa sa
agr Di Di
ly lg y
ng n
r o ro
St St

Interpretation:

From above chart reveals that 48.5 % of employees are agree because
physical exercise and yoga helps to reduce stress,40 % of the employees are
Strongly agree, 6 % of employees are neutral, 3 % of the employees strongly agree
and strongly disagree.
4.6 Table representing answers of the respondents towards the question " I
Meditation and prayer helps to reduce the stress.

Option Number of employees Percentage

Strongly agree 30 43%
Agree 30 43%
Neutral 6 9%
Disagree 2 3%
Strongly Disagree 2 3%
Total 70

Percentage
50%
40%
30%
20%
Percentage
10%
0%
l ee ee
re
e ra gr gr
e ut
re Ag Ne
Di
sa
Di
sa
ag
ly lg y
ng n
rt o ro
S St

Interpretation:

From above chart reveals that 43 % of employees are agree and strongly agree
because meditation and prayers helps to reduce stress, 9 % of employees are neutral
and 3 % of the employees strongly disagree and disagree.
4.7 Table representing answers of the respondents towards the question " I Lack of
communication causes stress.

Option Number of employees Percentage

Strongly agree 14 20%
Agree 34 49%
Neutral 18 26%
Disagree 4 6%
Strongly Disagree 0 0%
Total 70

Percentage
60%
50%
40%
30%
20% Percentage
10%
0%
l ee ee
re
e tra gr gr
ee Ag Ne
u sa sa
agr Di Di
ly lg y
ng n
r o ro
St St

Interpretation:

From above chart reveals that 49 % of employees are agree because lack of
communication causes stress, 26% are neutral, 20 % are strongly agree,6 % of
employees are disagree
4.8 Table representing answers of the respondents towards the question " I
Spending time with family reduce stress.

Option Number of employees Percentage

Strongly agree 4 6%
Agree 52 74%
Neutral 6 9%
Disagree 6 9%
Strongly Disagree 2 3%
Total 70

Percentage
80%

70%

60%

50%
Percentage
40%

30%

20%

10%

0%
Strongly agree Agree Neutral Disagree Strongly Disagree

Interpretation:

From above chart reveals that 74 % of employees are agree because spending
time with family reduce stress, 9 % are neutral and disagree, 65% are strongly agree
3% are strongly disagree.
4.9 Table representing answers of the respondents towards the question " I Good
working conditions reduce stress.

Option Number of employees Percentage

Strongly agree 16 23%
Agree 34 46%
Neutral 14 20%
Disagree 4 6%
Strongly Disagree 2 3%
Total 70

Percentage
50%
40%
30%
20%
Percentage
10%
0%
l ee ee
re
e tra gr gr
ee Ag Ne
u si a si a
agr D D
ng
ly
n gly
r o ro
St St

Interpretation:

The above reveals that the most of the employees 46% are agree because
good working conditions reduce stress, 23% are strongly agree, 20 % are neutral, 6%
are disagree 3 % are strongly disagree.
 4.10 Table representing answers of the respondents towards the question " I
Rational Allocation of work reduces stress.

Option Number of employees Percentage

Strongly agree 6 9%
Agree 40 57%
Neutral 12 17%
Disagree 10 14%
Strongly Disagree 2 3%
Total 70

Percentage
60%
50%
40%
30%
20% Percentage
10%
0%
ee

ee
l
ra
e
re

gr

gr
ut
e

Ag

sa

sa
re

Ne

Di

Di
ag

ly
ly

ng
ng

ro
ro

St
St

Interpretation:

The above chart reveals that 57 % employees says that agree because rational
allocation of work reduce stress, 17% are neutral, 14 % are disagree,
9% are strongly agree, 3 % strongly disagree.
4.11 Table representing answers of the respondents towards the question " I Training
and Development programs helps to cope-up with new technology
which in turn reduces the stress.

Option Number of employees Percentage

Strongly agree 16 23%
Agree 34 46%
Neutral 12 17%
Disagree 6 9%
Strongly Disagree 2 3%
Total 70

Percentage
50%
40%
30%
20%
Percentage
10%
0%
l ee ee
re
e tra gr gr
ee Ag Ne
u sa sa
agr Di Di
ly lg y
ong on
r r
St St

Interpretation:

The above chart reveals that 46% of the employees says that agree because T
& D programs helps to reduce stress, 23 % are strongly agree, 17% are neutral, 9%
are Disagree and 3% are strongly disagree.
 4.12 Table representing answers of the respondents towards the question " I
Relaxation reduces stress.

Option Number of employees Percentage

Strongly agree 12 17%
Agree 40 57%
Neutral 10 14%
Disagree 6 9%
Strongly Disagree 2 3%
Total 70

Percentage
60%
50%
40%
30%
20% Percentage
10%
0%
l ee ee
re
e tra gr gr
ee Ag Ne
u sa sa
agr Di Di
ly lg y
ong on
r r
St St

Interpretation:

The above chart reveals that 57 % of employees says that agree because
relaxation reduce stress, 17% are strongly agree, 14 % are neutral, 9 % Disagree
and 3 % are strongly disagree.
4.13 Table representing answers of the respondents towards the question " I
Required safety precautions reduce stress.

Option Number of employees Percentage

Strongly agree 6 9%
Agree 42 60%
Neutral 14 20%
Disagree 6 9%
Strongly Disagree 2 3%
Total 70

Percentage
70%
60%
50%
40%
30%
20% Percentage
10%
0%

ee

ee
l
ra
e
re

gr

gr
ut
e

sa
Ag

sa
re

Ne

Di

Di
ag

ly
ly

ng
ng

ro
ro

St
St

Interpretation:

The above chart reveals that 60% of employees are says that agree, because
safety precautions reduce stress, 20% are neutral , 9% are strongly agree and
disagree and 3% are strongly disagree.
4.14. Table representing answers of the respondents towards the question " I Team
building, work life balance, flexible work timings facilitates an
employee to overcome stress.

Option Number of employees Percentage

Strongly agree 18 26%
Agree 40 57%
Neutral 8 11%
Disagree 2 3%
Strongly Disagree 2 3%
Total 70

Percentage
60%

50%

40%
Percentage
30%

20%

10%

0%
Strongly agree Agree Neutral DisagreeStrongly Disagree

Interpretation:

The above chart reveals that 57 % of employees says that agree because,
Team building, work life balance, flexible work timings facilitates an employee to
overcome stress, 26% are strongly agree, 11% are neutral and 3% are disagree and
strongly disagree.
 4.15 Table representing answers of the respondents towards the question " I
Physical work problems are in the causes stress.

Option Number of employees Percentage

Strongly agree 4 6%
Agree 40 57%
Neutral 14 20%
Disagree 8 11%
Strongly Disagree 4 6%
Total 70

Percentage
60%
50%
40%
30%
20%
10% Percentage
0%
l ee ee
re
e ra gr gr
e ut
re Ag Ne
Di
sa
Di
sa
ag
ly lg y
ng n
rt o ro
S St

Interpretation:

The above chart reveals that 57% of employees are says that agree because
physical work problems causes stress, 20% are neutral, 11% are disagree and 6% are
strongly agree and strongly disagree.
4.16. Give any suggestions for better implementation stress relieving programs in this
organization.
.
FINDINGS:

It is found that the organization realized that stress management with the good
communication employees involvement routes in organization into successful
leader in the global market.

1. Out of total employees, nearly 37% of employees says that agree that often
they feel that they are busy at work place, 29% of employees say that very
rarely, 14.2% say that rarely and never, 5.7% employees say that very often.

2. Out of total employees, nearly 43 % of employees disagree because the lack

of co operation at work place, 25.7 % of the employees are neutral, 20 % of
employees agree, 9 % of the employees strongly agree, 3 % of the employees
strongly disagree.

3. It is found out of the total employees 34.2 % are agree. Because of family
problems, 31.4 % of the employees are Disagree, 17 % of employees neutral, 9
% of the employees strongly agree and strongly disagree.

4. Out of total employees, nearly 34.2 % of employees are Disagree because of

health problems, 23 % of the employees are Strongly Disagree, 20 % of
employees are agree, 17 % of the employees neutral and 5.7 % of employees
strongly agree.

5. Nearly 48.5 % of employees are agree because physical exercise and yoga
helps to reduce stress,40 % of the employees are Strongly agree, 6 % of
employees are neutral, 3 % of the employees strongly agree and strongly
disagree.

6. It is found that 49 % of employees are agree because lack of communication

causes stress, 26% are neutral, 20 % are strongly agree,6 % of employees are
disagree.
7. Out of the total employees, nearly 49 % of employees are agree because lack
of communication causes stress, 26% are neutral, 20 % are strongly agree,6 %
of employees are disagree.

8. Out of the total employees, nearly 74 % of employees are agree because

spending time with family reduce stress, 9 % are neutral and disagree, 65% are
strongly agree 3% are strongly disagree.

9. It is found that 46% are agree because good working conditions reduce stress,
23% are strongly agree, 20 % are neutral, 6% are disagree 3 % are strongly
disagree.

10. It is found that 57 % employees says that agree because rational allocation of
work reduce stress, 17% are neutral, 14 % are disagree, 9% are strongly
agree, 3 % strongly disagree.

11. Out total employees, nearly 46% of the employees says that agree because T
& D programs helps to reduce stress, 23 % are strongly agree, 17% are
neutral, 9% are Disagree and 3% are strongly disagree.

12. It is found that Out of total employees, nearly 57 % of employees says that
agree because relaxation reduce stress, 17% are strongly agree, 14 % are
neutral, 9 % Disagree and 3 % are strongly disagree.

13. Out of the total employees, nearly 60% of employees are says that agree,
because safety precautions reduce stress, 20% are neutral , 9% are strongly
agree and disagree and 3% are strongly disagree.
14. Out of the total employees, nearly 57 % of employees says that agree because,
Team building, work life balance, flexible work timings facilitates an employee
to overcome stress, 26% are strongly agree, 11% are neutral and 3% are
disagree and strongly disagree.

15. Out of the total employees, nearly 57% of employees are says that agree
because physical work problems causes stress, 20% are neutral, 11% are
disagree and 6% are strongly agree and strongly disagree.
SUGGESTIONS:
A small percentage of the employees did have high stress. Person facing stress at the
organization leads to lot of psychological problems in the form of decrease motivation,
absenteeism, low productivity, targets, not being achieving etc. as ready for the above
said employees facing stress are advised to attend stress management courses.
Which will help them to build coping strategies and cause out their stress. The stress
management course comprise of a package program consisting of:
 Relaxation.
 Positive outlook towards work/responsibilities.
 Self analysis through personality type tests.
 Inter personal skills development.
 Protection yoga cum mediation.
 Time management.
 Since training and development and job related factors, performance appraisal
and job satisfaction were perceived stressful by the employees, the employee
should be counseled regarded the matter.
 Realize the excessive use of Tea/Coffee.
 Try to get 6-7hrs of continues sleep per day.
CONCLUSION
Conclusion:
The present study was conducted at NTPC in Ramagundam. The
aim was to find the stress levels, personality types of the employees. This was done
using a detailed questionnaire. The study revealed that fall under low stress category
only a small percentage is highly stressed and needed preventive action to fight
against stress. The study found positive stress prevailing in the organization to some
extent.
At the end of the study, we can conclude through there are signs of stress
among the employees & such stress is affecting their behaviors which can be
controlled & reduced effectively.
APPENDIX
 QUESTIONNAIRE

1. How often do you say the word “I am busy or I am having hard time “at work place
(NTPC). ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree
2. There is a lack of cooperation in my work place. ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree
3. Family problems causes stress. ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree
4. I have a problem of BP/SUGAR/Any other health problem. ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree
5. Physical exercises and yoga helps to reduce the stress. ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree
6. Meditation and prayer helps to reduce the stress. ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree
7. Lack of communication causes stress. ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree
8. Spending time with family reduce stress. ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree
9. Good working conditions reduce stress. ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree
10. Rational Allocation of birth reduce stress. ( ) a)
Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree

11. Training and Development programs helps to cope-up with new technology
which in turn reduces the stress. ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree
12. Relaxation reduces stress. ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree
.
13. Required safety precautions reduce stress. ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree.
14. Team building, work life balance, flexible work timings facilitates an ( )
employee to overcome stress
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree.
15. Physical work problems in the causes stress. ( )
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly
disagree
16.Give any suggestions for better implementation stress relieving programs in this
organization.
BIBILOGRAPHY
 BIBILOGRAPHY

Fred Luthans : “Organization Behavior”

MC Graw Hill International editon

Stephan P.Robbin : “Organization Behavior” – Concepts &

Applications

P.K.Agarwal : “Organization behavior”

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